Sustainability Report

2020-2021
DLF Golf & Country Club, Gurugram
Table of Contents

01 About the Report 07

Sustainable Business
through Resilience

02 Message from Chairman 08 Environmental Stewardship

03 About DLF 09 Social Stewardship

04 Performance Highlights 10 Assurance Statement

05 Awards & Accomplishments 11 GRI Index

06 Our Sustainability Strategy

About the
Report The Camellias, Gurugram
 About the Report
DLF has integrated various facets of environmental, social and Therefore, our sustainability strategy is centered around three
governance practices in its operations. We recognize the impact key pillars: Sustainable Business, Environmental Stewardship and
our business can have on the immediate ecosystems. Our Social Stewardship.
sustainability report is a means for us to effectively communicate
not only with our key stakeholders but also the society at large. This report aims to showcase our Environmental, Social and
This disclosure is a platform that we at DLF would like to use to Governance (ESG) initiatives and achievements in the reporting
endorse our commitment to responsible practices that we have year, as well as progress we are making and the roadmap for the
been following in our business operations to positively impact future. The information disclosed in the report pertains to the
the ecosystem we thrive in. period 1 April 2020 – 31 March 2021, unless stated otherwise.
For further details about the report, please write to us at:
The third edition of our annual sustainability report showcases investor-relations@dlf.in.
our approach to sustainability that is centered around our
commitment towards operational excellence, while pursuing
growth that is environmentally and socially sustainable.

Office Spaces Retail Spaces Multi-level Car Parking

Reporting Boundary Gurugram Gurugram New Delhi
DLF Cyber Hub
for 2020-2021 DLF Cybercity
Delhi
Capitol Point
South Square
Gateway Tower DLF Promenade
World Tech Park DLF Emporio
Amex Building DLF Avenue
ReNew Building The Chanakya
One Horizon Center Chandigarh
DLF Cyber Park DLF City Center
Chandigarh Noida Under Development
New Delhi Mall of India
New Delhi
Noida DLF Center Office Spaces
Gurugram
Chandigarh Gurugram
IT Park DLF DownTown
Chennai Hospitality
DLF Cybercity Chennai
Kolkata Gurugram DLF Cybercity, Building 12
Kolkata DLF Golf & Country Club DLF DownTown
IT Park I DLF Magnolias Club
IT Park II DLF Aralias Club
Hyderabad DLF Club Vita
Hyderabad DLF Club 3
Chennai DLF Cybercity DLF Club 4
DLF Club 5
New Delhi
Lodhi Hotel Residential
Hilton Hotel New Delhi
Midtown Development-Phase I

1
Message from the
Chairman
The Lodhi, New Delhi
Message from the Chairman
We are delighted to present the third ESG Report of DLF Limited. expectations. We are regularly trying to improve our processes
This report highlights our journey of transformation as we and the way we function to ensure we become more sustainable.
become a future-ready enterprise that continues to realize
operational excellence, while creating enduring environmental Community development remains at the heart of all our activi-
and social value. This vision underpins our strategy of continuous ties. We exert to positively engage with communities surround-
improvement and shapes everything that we do today. ing our assets, helping enrich their lives through CSR programs,
employment opportunities and social and economic rehabilita-
As one of the leading real estate companies, we are cognizant of tion.
our role in the advancement of the Indian economy and society.
While we take pride in contributing towards this development, Our efforts towards the environment and society are backed by
we are equally determined to pursue growth that is robust governance that upholds the values of integrity, account-
environmentally and socially sustainable. The built environment ability and transparency. The Board’s approach to effective
is estimated to account for more than 40% of the global energy governance is reflected in DLF’s commitment across the organi-
consumption and for approximately one-third of the world’s zation, to ensuring that it has the right culture and processes to
carbon emissions. In line with this, we acknowledge that we have manage risk while enforcing highest degree of ethics, justice and
a significant opportunity to partner with our stakeholders to equality.
drive sustainable change and deliver long-term impact.
We have therefore striven to exceed legal compliance require-
With a constant endeavor to create long-term value for our ments and ensured that policies and procedures supporting
stakeholders, DLF’s ESG strategy continues to evolve in order to responsible business practices are implemented in their true
provide an agile response to the challenges that we face at an spirit. This has been possible through enduring collaborations
economic, social and environmental level. with our stakeholders who support us every step of the way.

At DLF, we take pride in enacting, exemplifying and exceeding the To all our stakeholders, from the customers that depend on our
highest environmental standards, which address the most ability to create sustainable developments to partners and
pressing challenges faced by our nation. Events of extreme communities that support our operations and investors that
weather, pollution and environmental degradation continue to recognize our potential to create long-term value, to our
worsen with every passing year. In light of this, we have employees that ultimately drive our success, we thank you for
recognized that we have a real opportunity to provide tangible your pivotal role in our journey.
action to deliver a more sustainable future to all our
Rajiv Singh
stakeholders. This vision of a sustainable business aligns with our
Chairman
corporate values and responds to both investor and market

DLF Cyber Park, Gurugram

About
DLF
The Chanakya, New Delhi
About DLF
DLF is one of the leading real estate
companies in India with over seven decades
of experience. Its operations span all aspects
DCCDL
of real estate development, from
identification and acquisition of land to
planning, execution, construction and
marketing of projects. With widespread Residential Development
presence in over 14 states in India, DLF has Apartments/Villas/Floors
been contributing towards socio-economic /Plotted Developments
progress and sustainable urbanization in
India with its diverse portfolio of assets,
including offices, housing, malls and
recreational spaces.

For over seven decades, DLF has been

shaping the Indian real estate sector and has
been instrumental in transforming urban Development-Rental Assets
spaces, shopping and retail complexes, and Corporate Offices /IT Parks/
residential arenas. With its headquarters in Retail Malls
Gurugram, DLF has developed 150 + real
estate projects in 22 cities across the
country with a rental portfolio of over 36
msf, and delivered over 100 msf since IPO.

The company has turned into a real estate

pioneer in India, specifically in the
residential, commercial and retail properties. Hospitality
DLF’s asset portfolio is managed under DLF
and DCCDL (DLF Cyber City Developers Ltd.).
The organization caters to two major
operational models: asset development and
asset management.

In FY 2020-21, DLF was recognized globally

for its sustainability performance as a Standing Investments
member of Dow Jones Sustainability Index Corporate Offices/IT
(DJSI) by S&P Global in the emerging Parks/IT Sezs/Built to Suit
markets category. DLF was the only Indian Facilities
real estate company to be included in the
index. In addition DLF continues to be a
constituent in FTSE4Good Emerging Index.

Utilities & Facilities

Management
Services

Retail Malls

5
Performance
Highlights
DLF Gardencity, Gurugram
Performance Highlights

Alignment to TCFD framework 100% sites are zero

to streamline climate action water discharge across rental
portfolio since last three years

INR 47 crore Recognised as a member

allocated for in DJSI in Emerging
CSR initiatives Markets category

Several Covid-19 related

safety measures were
Zero workplace initiated for employees,
fatalities recorded
tenants and community
since last 2 years
members.
WELL Health Safety rating
and British Safety Council
Covid-19 Safety
Assurance was obtained
during the year.

Consistent ongoing contribution 33+ msf of our asset portfolio is

towards 11 UN Sustainable LEED Platinum certified
Development Goals

7
7 Decades
of experience

Present in
14 States

150+
Projects

22
Cities

Over 36 msf
Rental Portfolio

100 + msf projects

delivered since IPO

Fortune 500
Companies as tenants
in the portfolio

8
Awards & Accomplishments

Horizon Center, Gurugram

Awards & Accomplishments
DLF has been working relentlessly in the area of real estate last year is a testimony to our work – for not only ensuring a
development and management. Over the last seven decades, we fulfilling experience for all our customers but also showcasing our
have earned the recognition of being industry front runners. commitment to sustainable business.
During the year, our efforts in various initiatives were duly
recognized. The awards and recognitions that we received in the

Sword of Honour LEED Platinum

2020 for Certification
excellence
16 Sword Honor
received

British Safety 33+ msf

Council

Covid-19 Well Health -

Assurance Safety Rated 2020

British Safety International Well

Council Building Institute
Entire Portfolio

10
 Realty + Excellence Realty + Excellence Most admired
Project Launch IT Park shopping centre
of the Year 2020 of the Year 2020 launch of the year
2020

12th Realty + Excellence 12th Realty + Excellence CMO Asia

Awards 2020 Awards 2020 2020
DLF Downtown, Chennai DLF Cybercity, Chennai DLF Avenue

Trip Advisor -
Safe & Secure Best COVID Relief Travellers'
Retail Facility Work 2020 Choice Winner

FIST Award - Finest India CSR Leadership Trip Advisor

Skills & Talent Award 2020 DLF Cyber Hub, Gurugram
The Chanakya DLF Foundation

Best Digital Strategy/ Silver Award in Best

Content Marketing Best customer
Campaign by/
campaign Experience Initiative
For A Real Estate
Enterprise

Drivers of Digital Buzzin Content CMO Asia

Summit and Awards Award DLF Lukout App
DLF Homes for Digital DLF Homes for Digital
campaign #DLFCares Campaign #DLFCares

Most admired Smart

(technology- Best Shopping Best Customer
enabled) Shopping Centre Group of the Experience Initiative
centre of the year Year

MAPIC India CMO Asia CMO Asia

2020 2020 2020
DLF Malls DLF Malls DLF Malls

11
Our Sustainability
Strategy
DLF IQ, DLF Cyber City, Gurugram
Our Sustainability Strategy
It is now widely accepted that businesses should understand Enhancing greener energy in the energy mix
and address ESG issues that are relevant to their operations. A
strong approach to ESG can reinforce long-term Ensuring health and well-being of all stakeholders, including
outperformance. our employees, tenants and customers and the communities

Being at the forefront of transforming the urban landscape of

India with best-in-class buildings, DLF has the responsibility to Our commitment to making visible and tangible contribution to
create sustained value for all stakeholders. Aligned with our communities and environment is governed by our policies and
values, DLF being a purpose-led, sustainable business, is long-term targets. We have defined our targets to ensure
cognisant of the needs of all its stakeholders. We aim to create responsible operations, considering that we operate in a sector
a built environment that makes a lasting positive contribution which is resource intensive and requires shift of land-use
to our communities and our planet, and provides exceptional patterns.
experiences to our people, now and in the future.
We have a well-defined environment policy that provides
Our approach to sustainability is centered around achieving guidance to our business decisions and day-to-day activities.
operational excellence, while pursuing growth that is
environmentally and socially sustainable. Our sustainability We have also implemented a Corporate Social Responsibility
strategy is centered around three key pillars: Sustainable (CSR) Policy to integrate economic, environmental and social
Business, Environmental Stewardship and Social Stewardship. objectives with operations and growth for the common good.
In order to advance towards these three objectives, and Our CSR Committee comprises four directors, out of which at
strengthen our ESG performance, we have adopted the 3 R least one director needs to be an independent director. The
approach i.e. Resilient Business, Responsible Operations and CSR Committee ensures a transparent monitoring mechanism
Reliable Engagements. for implementation of the CSR activities undertaken by the
Company.
We consider ESG issues in all our decisions. Our ESG objectives
to manage the areas of significant impact are as follows: We are determined to continuously innovate to create safer
workplaces, green and intelligent buildings, and
Ensuring compliance to all the regulatory requirements energy-efficient and smarter cities for sustainable communities
across India to achieve long-term stakeholder value.
Ensuring board oversight on ESG-specific aspects.

Minimising negative impact to the environment

Improving resource efficiency including energy and water

ENVIRONMENTAL SOCIAL SUSTAINABLE

STEWARDSHIP STEWARDSHIP BUSINESS

3R

RESILIENT RESPONSIBLE RELIABLE

BUSINESS OPERATIONS ENGAGEMENTS

13
Our Contribution to Sustainable Development Goals
The world is coming together to solve global development responsibilities around the SDGs to align our strategic goals with
challenges. Following a universal call to action, the United globally agreed sustainability principles and nationally
Nations introduced the Sustainable Development Goals (SDGs), determined contributions.
which are a set of 17 global development objectives aimed at
tackling the most pressing issues by 2030. While nations have DLF is cognisant of the fact that it can play a significant role in
started devising policies and strategies to achieve their SDG building India’s resilience by contributing to designing of
targets, corporates are expected to catalyse efforts. sustainable cities and infrastructure. We have aligned our efforts
with the most relevant SDGs and are developing indicators to
Businesses have also been facing increasing expectations from map our performance towards these goals.
stakeholders in the past few years to include environmental,
social and governance dimensions in their corporate strategies.
We, at DLF, have started to define and formulate broader

14

DLF Golf Links, Gurugram

Aligning SDGs with our Business
RESPONSIBLE CONSUMPTION AND PRODUCTION INDUSTRY, INNOVATION AND INFRASTRUCTURE

DLF promotes local sourcing of raw materials within DLF enables best practices in terms of design
the organization and among its supply chain partners, expertise, technology, advanced safety systems and
to reduce emissions associated with transport and sustainability across its portfolio:
logistics. We also have mechanisms like procurement An integrated mix of office spaces including food
from empaneled vendors who meet environmental and beverage as well as leisure amenities.
prerequisites. Residences in master planned neighborhoods and
exceptional high rises designed with a customer-centric
approach.
Innovative structures that has helped transformed
the way people interact, connect, and experience the
retail landscape.
REDUCED INEQUALITIES SUSTAINABLE CITIES AND COMMUNITIES

We strive to ensure inclusive design of all buildings to Our business involves development of urban spaces
accommodate people with special abilities. We also in the form of residential, commercial, and retail
promote inter-generational and gender-diversity properties in 22 cities across 14 states in India. We
among our workforce. contribute in making cities inclusive, resilient, safe
and sustainable.
DECENT WORK AND ECONOMIC GROWTH CLIMATE ACTION

We are committed to developing and upgrading skills We are cognizant of the risk presented by climate
and performance of our employees. We also have a change to our business operations and assess the
robust system for rewards, recognition and potential physical and transitional risks associated
performance feedback. In addition, we strive to with it. We continue to integrate TCFD framework in
maintain the highest levels of health, safety and our business strategy to streamline our climate action.
wellbeing for all the stakeholders associated with our
portfolio.

CLEAN WATER AND SANITATION AFFORDABLE AND CLEAN ENERGY

We focus on effective management of water quality We are committed to reducing dependence on the
and usage across the lifecycle of our assets. We conventional sources of energy and increasing the
ensure water is recycled and reused wherever share of renewable energy across our portfolio. In our
possible and apply the 4R (reduce, recycle, reuse and pursuit to increase our renewable energy mix, we
replenish) principle across all our projects. have installed solar panels at all our rental assets.

GENDER EQUALITY QUALITY EDUCATION

We promote gender equality through our people Various social programs are undertaken under our
practices as well as CSR programs. We ensure equality community initiatives including health, education,
at all phases of employee lifecycle, from recruitment social infrastructure, skilling and employment.
and remuneration to development. We also Initiatives around education are focused on students
encourage equality in the communities we operate in, from economically weaker backgrounds, school
through CSR initiatives aimed at women infrastructure upgradation and digitization of
empowerment like enhancing women safety and education.
awareness sessions.
GOOD HEALTH AND WELLBEING

We have a well-defined health safety and

environment policy and Safety Management System
(SMS). We also ensure wellbeing of our tenants and
employees by providing them regular safety trainings
and other wellness initiatives. 01 15
Stakeholder Engagement
We, at DLF, recognize that engagement with our stakeholders’ Our comprehensive stakeholder engagement exercise enables us
aids in business improvement while strengthening our to gather inputs that facilitate in forming our priority list of
relationship with them. Our aim is to create value for all our material issues. Furthermore, it gives direction to our company’s
stakeholders by understanding and resolving their concerns. To strategy formulation, short-term and long-term sustainable
achieve this objective, DLF has established a structured growth plans and guidelines for the prevention of risks to or
stakeholder engagement process, with an emphasis on impacts from business operations.
promoting collaborative and mutually beneficial engagement
through diverse activities and communication channels. We The table below provides a holistic view of our different
strive for open and productive relationships with all our categories of stakeholders, along with the mode of interaction
stakeholders, who are critical to the Company's long-term for each stakeholder group, the level at which these interactions
success. For each group of stakeholders, the frequency of are undertaken, and the key issues discussed.
communication varies according to the operation.
In addition, DLF is engaged with multiple trade bodies, chambers
Our stakeholders are identified and prioritised based on and associations such as the Federation of Indian Chambers of
specific criteria, which include: Commerce and Industry (FICCI), Confederation of Indian Industry
(CII), Associated Chambers of Commerce of India (ASSOCHAM),
Stakeholders that are affected (both positively and negatively) PHD Chamber of Commerce and Industry (PHDCCI), Asia Pacific
by the activities of our company either directly or indirectly. Real Estate Association (APREA), Confederation of Real Estate
Developers Associations of India (CREDAI), National Real Estate
Stakeholders identified by peer companies Development Council (NAREDCO), World Travel & Tourism
Council (WTTC), and Rajasthan State Real Estate Development
Stakeholders identified by the senior management from Council (RAJ REDCO).
different verticals.

16

DLF CyberCity, Chennai

Stakeholder Engagement

Stakeholder group Mode of engagement / communication Key topics of concerns raised

Investors Annual stakeholder meetings Economic performance and growth

Quarterly investor presentation Competition, market and other risks
Investors conferences and meets Dividend payments
Press releases and newsletters

Employees Employee newsletters Career advancement opportunities

Intranet portal Health and safety
Trainings Training and development
Performance review meetings Transparent communication and
Emails, and other written grievance redressal
communication Performance evaluation
Cultural events Rewards and recognition
Various functional committee
meetings

Customers Direct customer calls Assured quality

Complaint handling and feedback Timely delivery
Grievance redressal

Community Community meetings and visits Land degradation

CSR interventions and initiatives Local infrastructure facilities
Awareness camps Providing employment

Contractors Periodical reviews Pricing and payment terms

Meetings Delivery time
Regular interaction

Government Annual report Regulatory compliance

Communication with regulatory CSR activities and compliance
bodies of spending
Formal dialogues

17
Materiality Assessment
Materiality, as a concept, lies at the forefront of business
sustainability since it enables organisations to showcase
and prioritise ESG issues that impact their business models
the most. It also allows companies to inform their
stakeholders how ESG issues impact their ability to create
value.

At DLF, our ESG strategy is shaped by our material

priorities, i.e., issues that can impact our business's
long-term success and our ability to create and preserve GOVERNANCE
economic, environmental, and social value. We conduct a
Corporate governance
comprehensive materiality assessment once in three years
Economic performance
to re-evaluate and prioritise our material topics. The
Business ethics
process is centred at the intersection of organisational
Sustainable construction
relevance and stakeholder priorities. The key issues are
Sustainable supply chain
identified by engaging with all internal and external
stakeholders, and benchmarking against industry peers.
Additionally, the shortlisting of material topics is guided by
the views of DLF’s top management, which ensures
alignment with the company’s overall business goals and
objectives.

At DLF, the following four-step approach is undertaken

to finalise the material topics:

Identification of topics to prioritise: As a first step, a

laundry list of topics is compiled using external sources,
such as the United Nations Sustainable Development
SOCIAL
Goals, global trends, various sustainability standards and Employee engagement &
material topics identified by global and national peer development
companies in the real estate sector. Diversity And inclusion
Health, Safety & security
Stakeholder engagement: We then develop a Human Rights
mechanism for identifying key stakeholder groups to be Customer engagement
consulted. Concerns raised by the different groups are Community enagagement
categorised and identified under broad material topics.
Detailed information on this stakeholder engagement
process is provided in the section on stakeholder
engagement.

Prioritisation: The information obtained until this stage

is used for rating and assigning a priority level to all the
identified topics.

Validation: The shortlisted topics are then presented to

the senior management and Board of Directors for their ENVIROMENT
validation. Climate change impacts
Water & Wastewater
The identified material topics are then mapped on a matrix
management
to list the ESG aspects, based on their significance to both
Resource & energy
the stakeholders and the company. The materiality map
optimization
helps facilitate informed decision-making in our efforts to
GHG emission
integrate sustainability within DLF’s business strategy.
Waste management
Biodiversity

18
Targets and Commitments
To guide our actions towards emerging as a sustainability aligned with our material issues, i.e. issues that most matter to
steward, we have defined targets that support our commitment our business and our stakeholders and allow us to monitor our
to be more resilient, responsible and reliable. These targets are ESG progress to consistently improve our performance.

ENVIROMENTAL STEWARDSHIP
Ensure compliance with the green building certifications
guidelines while designing and developing new buildings.

By 2030, to reduce energy intensity in our rental Assets

(energy consumption per square foot of rental portfolio)
by 15% using FY 2019-20 as baseline.

By 2025, increase renewable energy intensity in our rental

assets by 20% using FY 2019-20 as baseline.

By 2025, reduce water intensity in our rental assets (freshwater

consumption per square foot of rental portfolio) by 10% using
FY 2019-20 as baseline.

SOCIAL STEWARDSHIP
Ensure zero harm each year, i.e.
zero fatalities resulting from our
operations, each year, including both
operation and maintenance of our
portfolio and development of
our assets (construction).

SUSTAINABLE BUSINESS
Ensure compliance with all regulatory
requirements.

By 2030, ensure that atleast 90% of our total rental portfolio

is Green Building certified.

19
 DECENT WORK AND
ECONOMIC GROWTH

INDUSTRY, INNOVATION
AND INFRASTRUCTURE

Sustainable Business
SUSTAINABLE CITIES
AND COMMUNITIES

through Resilience RESPONSIBLE CONSUMPTION

AND PRODUCTION

World Tech Park, Gurugram

Our Approach to Sustainable Business
DLF Limited has leveraged its experience in the construction and and opportunities and incorporating sustainable design and
real estate sector to transition towards a supervisory role from innovation into our efforts. We have incorporated the same in
an implementation one. We make every effort to address the business strategy through different policies and SOPs around
environmental, social, and governance problems in all our environment, governance and, health and well-being.
decisions, concentrating our efforts in areas where we feel we
can have the most impact. As one of the leading real estate companies, our business growth
strategy is focused on developing and growing the development
DLF is committed to creating a purpose-driven, long-term firm portfolio while aiming for a conservative capital structure.
that listens to and reacts to the needs of all our stakeholders. The Moreover, another major focus for growth is expanding business
services of project management company and the general districts and commercial zones.
contractor company enables DLF Limited to focus on holistic
performance of each project including the social and The global epidemic had an impact on our company, our
environmental aspects. customers, and other stakeholders, but we remained attentive
and helpful throughout. With our size, knowledge, abilities, and
We continue to strive for excellence in the work we do. Our portfolio, as well as a constructive purpose as a goal, we can help
strategy to building a sustainable business is centered around build the new landscape. In this way, we will grow with purpose.
enhancing our economic performance while creating more jobs

Robust mechanism for identification of

emerging and transition risk and devising Continuous Board level oversight of ESG
and implementing mitigation measures. performance parameters.

Customer-centric strategy which commits to

Ensure that all our buildings are designed to deliver a streamlined, efficient customer
comply with the Green building norms. experience that maximises client satisfaction
with their workplace and property
management.

Increased use of sustainable construction Regular supplier assessments undertaken

materials. through site audits for identification and
assessment of risks in the supply chain.

21
Economic Performance
We remain committed and confident in delivering our business
goals. Our strong financial performance corroborates our efforts ECONOMIC PERFORMANCE FY 2020-21 FY 2019-20
towards consistent growth. On a consolidated basis, the revenue INDICATORS (in ₹ crore)
for FY 2020–21 was ₹5,945 crore, a decline of 14% over the
previous year’s revenue of ₹6,888 crore. Total comprehensive Revenue 5,945 6,888
income attributable to equity shareholders for FY 2020–21 and
FY 2019–20 was ₹1,097 crore and ₹(594) crore, respectively.
Operational Cost 3,163 3,737

Rental income 3,258 3,346

Final dividend of ₹2 per share was recommended by the Board.

The near-term development pipeline is worth ₹36,000–40,000 Net Debt 4,885 5,267
crore and includes approximately 8.5 million sq. ft. commercial
asset (excluding DCCDL) and approximately 27 million sq. ft. Allocated fund for CSR 47 168.9
residential properties. Initiatives/donations

The Company maintains a strong and healthy balance sheet

with net worth of ₹35,364 crore. As on 31.03.2021
DLF limited has been assigned a long-term rating of CRISIL AA-
with stable outlook. Shareholder Shareholding percentage

DLF has a healthy leverage ratio owing to low leverage of the

Group maintaining net debt to equity ratio of 0.14. Promoter & Promoter group 74.95%

Foreign 17.50%

Domestic Institutions 3.04%

Public 4.51%

22

DLF Cyber Hub, Gurugram

Corporate Governance
The Board and management of DLF are committed to the highest resilient for future proofing. DLF’s shareholders appoint the
standards of accountability, transparency, social responsiveness, Board of Directors, who, in turn, govern the Company. The Board
operational efficiency, and good ethics with the objective to has constituted various Committees to discharge responsibilities
attain consistent, competitive, responsive growth and creating in an effective manner. The Company Secretary acts as the
long-term stakeholders’ value. Secretary to all the Committees. The Chairman provides strategic
direction and guidance to the Board. The Chief Executive
The Company is committed to sound corporate governance Officer(s) and a group of senior executives are individually
practices as well as compliance with all applicable laws and empowered for day-to-day operations with corresponding roles
regulations. The Board’s approach to effective governance at DLF and responsibilities assigned by the Board.
is reflected in its commitment to ensuring that it has the right
culture and processes to manage risk while enforcing highest The Board represents an optimal mix of professionalism,
degree of ethics, justice and equality. The Board believes that knowledge and experience, which enables the Board to provide
combining the highest level of ethical principles with our effective leadership for the achievement of our long-term vision
unmatched brand, experience, and expertise, will ensure that we and achieve the highest governance standards. As on date, our
continue to be one of the leading companies in our sector. The Board comprises of 14 directors, of which 7 were independent
Board also believes that sound governance is critical to retain directors. The Board was chaired by Mr. Rajiv Singh and Mr. Ved
and enhance stakeholders’ trust. The Company perceives Kumar Jain has been appointed as the Lead Independent
governance akin to trusteeship, a philosophy to be championed, Director.
a value to be cherished and an ideology to be lived.
The Board met 5 times during the reporting period. Our Board
Over the years, DLF implemented governance practices that members have proficiency and sound knowledge in the
extended beyond the letter of the law. In doing so, the Company economic, environment and social domains that impact the
not only adopted practices mandated in the SEBI Listing business.
Regulations, but also incorporated the relevant non-mandatory
compliances, strengthening its position as a responsible
corporate citizen.

Our governance structure and practices are designed to have 3

the processes and internal controls enabling us to become more

23

The Chanakya, New Delhi

Board of Directors

Dr. K.P. Singh

Chairman Emeritus^
(w.e.f. 05.06.2020)

Executive Directors Non-executive & Non Independent Directors

Mr. Rajiv Singh Ms. Pia Singh

Chairman^^
(w.e.f. 04.06.2020) Mr. G.S. Talwar

Mr. Ashok Kumar Tyagi Ms. Savitri Devi Singh

CEO and Whole-time Director # (w.e.f. 11.06.2021)
(w.e.f. 11.06.2021)
Ms. Anushka Singh
Mr. Devinder Singh (w.e.f. 11.06.2021)
CEO and Whole-time Director #
(w.e.f. 11.06.2021)

Mr. Mohit Gujral

CEO and Whole-time Director ##
(up to 31.10.2020)

Mr. Rajeev Talwar

CEO and Whole-time Director ###
(up to 31.03.2021)

Independent Directors

Mr. Ved Kumar Jain Mr. Vivek Mehra

Lead Independent Director
Ms. Priya Paul
Mr. Pramod Bhasin
Dr. K.N. Memani $
Mr. Rajiv Krishan Luthra (up to 31.03.2021)

Lt. Gen. Aditya Singh (Retd.) Dr. D.V. Kapur $

(up to 31.03.2021)
Mr. A.S. Minocha

^ Dr. K.P. Singh resigned as Non-executive Director/ Chairman of the Company on 4 June 2020.
^^ Mr. Rajiv Singh appointed Chairman of the Company w.e.f. 4 June 2020.
# Re-designated/ appointed as CEO and Whole-time Director w.e.f. 11 June 2021.
## Superannuated from the close of business hours on 31 October 2020.
### Superannuated from the close of business hours on 31 March 2021.
$ Ceased to be Director upon completion of their second term from the close of business hours on 31 March 2021.

24
The Board’s appointment and remuneration is approved in line Nomination and Remuneration Committee
with our Nomination and Remuneration Policy, drafted by the
Nomination and Remuneration Committee. The annual This committee is responsible for determining the remuneration
performance evaluation of the Board and other key managerial policy of the Company and making recommendations to the
personnel is carried out by the Directors, in accordance to the Board for the remuneration, whether by way of salary,
Companies Act, 2013 and Listing Regulations. Further details on perquisites, sitting fees, commission, stock options, sweat equity
performance evaluation and its outcomes have been delineated or in combination thereof, or otherwise. All committee
in our annual report for FY 2020-21. members are independent directors.

The organization structure and governance framework Corporate Social Responsibility Committee
responsible for the overall business operations at DLF includes
the leadership oversight for ESG areas as well. Various This committee formulates and monitors Corporate Social
committees have been formed to independently assess and Responsibility (CSR) programs of the organization.
evaluate the organization’s stance on areas critical to our
Finance Committee
operations. The committees report to the Board of the company
to periodically evaluate the risks and opportunities in each This committee reviews the Company’s financial policies,
domain. The details of the committees have been outlined strategies and capital structure, working capital, cash flow
below: management, banking and cash management, including
authorization for operations.
Audit Committee
Risk Management Committee
The audit committee chaired by an Independent Director,
monitors and provides re-assurance to the Board on the This committee focusses on framing, implementing, reviewing
existence of an effective internal control environment by and monitoring risk management plan of the Company.
supervising the financial reporting process.
Stakeholder Relationship Committee
Corporate Governance Committee
This committee resolves grievances of the security holders and
This committee recommends the best-in-class available reviews measures taken for effective exercise of voting rights by
corporate governance practices prevailing in the world for shareholders, adherence to the service standards, and measures
adoption and reviewing them as well as audit reports and and initiatives taken to reduce the quantum of unclaimed
recommending improvements. dividends.

25
Midtown Development
Business Ethics
At DLF, we believe that a strong and robust foundation of ethics undertakes a formal procedure to address and investigate such
and responsibility is absolutely necessary to sustain economic concerns and takes disciplinary action in case of substantiated
value. We have therefore striven to exceed legal compliance violations, which can include warnings, counselling, penalties and
requirements and ensured that policies and procedures even termination of employees, depending upon severity of the
supporting responsible business practices are implemented in breach. Such misconduct is periodically reported to the Audit
their true spirit. Committee.There were no breaches to our code of conduct
during the reporting year.
With its legacy of fair, transparent and ethical governance
practices, the Company’s Code of Business Conduct reinforces The Company has also developed a robust, and integrated
our commitment to operate with the highest degree of integrity. compliance framework to provide a reasonable assurance to the
It lays a framework for expected standards of ethical conduct and management and Board about the effectiveness of its
behaviour, extending to employees and other individuals working compliance management systems. The compliance management
with the Company. Responsibilities, accountabilities and systems are in the process of automation for more effective
reporting lines are systemically defined in all divisions and group internal control. Independent verification of compliance system is
companies, to ensure effective adherence to the Code of undertaken through external verification agencies.
Conduct.
As per the Code of Conduct, all employees must comply with the
Our Code of Conduct outlines principles against discrimination, applicable laws of the country which includes prevention of
anti-competitive practices, insider trading and prohibits bribes, corruption and bribery, wherein corruption and bribery are
kickbacks and improper payments. To avoid any conflict of punishable offences. The Company’s Directors and employees
interest, the Company has placed necessary safeguards as part of are expected to be aware of applicable laws and shall not offer or
its corporate governance structure and the Code of Conduct. accept bribe in any form including improper payments or
kickback as well as discourage any improper behavior that seeks
The Code is applicable to all employees, subsidiaries, suppliers to gain an advantage through unlawful means. Company does
and contractors. Employees are also required to undergo an not undertake any political contributions or charitable donations
annual training on the Code of Conduct to enhance their for receiving business advantage. In addition, any political or
understanding of the same and to commit to inculcate the charitable donations made by the company, are undertaken in
principles defined in it. Ensuring compliance to the Code of accordance with applicable laws and regulations post receiving
Conduct forms an essential part of employee performance approval from the board of the company. All such relevant
appraisal and any misconduct is taken into account. To ensure expenditure requires to be fully documented, recorded in the
effective implementation of its Code of Conduct, DLF’s company’s records and publicly reported.
Whistleblower Policy allows employees, contractors and vendors
to raise a complaint without any fear of reprisal. The Company

26
01
DLF MyPad, Lucknow
Risk & Opportunity Management
Risk management has been an integral part of business practices each risk to shortlist the risks that matter (‘RTM’). This further
at DLF. The markets in which we operate are exposed to steadily involves considering the potential impact and likelihood of
growing competition and evolution, both from technological and occurrence of the risk. Our mitigation plans involve designing and
regulatory point of view. We have a well-defined centralized risk implementation of activities that help in managing risks to an
management framework that focuses on building a acceptable level. This involves assessment of the existing
comprehensive risk profile that helps us in understanding our maturity of management process to mitigate risks and make
risks and manage uncertainties, ensure sound business improvement thereto. For the risks that matter, we formally
opportunities are identified and pursued and improve define risk ownership, mitigation activities, responsibilities, and
compliance with corporate governance guidelines and milestones.
regulations. We continuously monitor our performance on
various risk categories. While defining and developing a The transformation of the real estate sector, that has
formalized risk management process, we consider leading risk experienced sweeping technological development and
management standards and practices. innovation requires companies to adopt new, agile, and flexible
business models. We live in times of increasing physical and
At DLF, we have established a risk management committee that transition risks due to exposure of business to climate change
evaluates the operation of risk management programme, review and extreme weather events. At DLF, we strive to build our
the risk assessment and monitor results of risk management deeper understanding of these risks by conducting periodic risk
plan. The Board of Directors has the overall responsibility for assessments w.r.t climate change for our operations thereby
overseeing the deployment of the risk management framework charting a more sustainable, equitable and prosperous future. In
by the risk management committee. Further, regular risk order to manage climate change impact on the real estate
management training is provided to all board of directors. The landscape, we have adopted a framework that explicitly
Internal Audit team (IA) is entrusted with the responsibility to represents the main relationship between scenario variables and
review and provide independent assurance on overall the types of risks and opportunities there by clearly articulating
effectiveness and efficiency of the Risk Management process. the operational approaches to managing them, comprising of
While all risks cannot be audited, Corporate Internal Audit, mitigation and adaptation measures. Our approach to assessing
External Audit, Insurance or any other function(s) entrusted by the material impact of physical risks comprises of three broad
the Audit Committee or the Risk Management Committee may phases, i.e.
provide independent assurance on the effectiveness of defined
risk mitigation strategies for certain areas. In addition, these Screening of our assets that are in range of weather hazards
functions through their regular audit/ fieldwork at various levels to prioritize deeper investigation on the high-risk assets and
might identify additional risks, which will serve as an input for the charting out a mitigation strategy.
subsequent risk identification and assessment process.
Assessing the various type of impacts of weather hazards that
Our risk management framework focuses on assessing drive our asset value.
(identification and prioritization) risks and developing mitigation
plans for mitigating risks. For risk identification we identify Investigating and assessing asset level material hazards which
relevant risk that can adversely affect the achievement of our impact our asset value due to climate change and extreme
objectives. In risk prioritization, we assess the relative priority of weather events.

27

DLF Golf & Country Club, Gurgaon

Emerging Risks:

1. Meeting future customer and societal demands.

Type Detail Potential Impact

Demand Risk With changing customer preferences and community expectations, our We acknowledge the need to develop
ability to meet future customer demand and remain competitive may assets that meet future customer and
societal demands. This is crucial to the
be subject to risk in the coming years. With the changing demographics
sustainability of our business, and the
in India and increasing population of more environmentally and socially inability to do so will directly impact our
conscious millennials, our products need to continually evolve to deliver market share and financial performance.
experiences that meet the changing mindsets and lifestyles.

Mitigation Measures:

Strengthening our culture of innovation and deepening our customer insights to stay up to date with customer demands and lifestyle
choices. In order to do so, we have undertaken the following measures:

Conducting periodic comprehensive customer studies to capture and analyze customer feedback, benchmarking against leading/
best-in class practices, measuring quality and identifying specific improvement areas. Following a formal process for customer
management, which includes:

Customer touch points, communication and response procedures (prospect, handover and operational requirements
Service Levels/ Turn-around time defined to respond to customer queries/complaints as part of our robust customer
complaint handling and escalation management process)

Defining emergency response procedures and testing them on a periodic basis.

Formalizing the process for cross-functional reviews on customer issues, not only for their timely resolution, but
also for devising strategies for their minimization.

Creating sustainable communities and assets, resilient to changes in climate.

Enhancing our design excellence and providing greater functionality and value for money that meet the demands of our diverse
customer groups.

Strengthening measures to account for the socio- economic impact of our development projects on the community in the planning
and pre-construction phases. For instance, assessing Livability score for our portfolio.

28
 2. Climate Change Related Risks:

Extreme events and change in climate exposes us to prolonged performance on climate change related risks. We conduct a
unavailability of assets and infrastructure, cost of restoration and portfolio assessment of our assets by developing mitigation plans
impact on customer buying behavior. As we grow, we aim to for transition and physical risks of climate change and extreme
develop a strong risk averse strategy that helps in hedging our weather events.

Type Detail Potential Impact

Transition Risks Policy and Legal Risk • Increased operating costs due to increased
Regulations to address climate change are fast regulatory and compliance requirements, such as new
evolving and can pose more stringent requirements disclosure requirements
such as emission reporting obligations, tougher
building standards, carbon pricing etc. which might • Additional capital investment to comply with stricter
interfere with the realization of our operational, regulation
financial and compliance objectives.

Market Risk • Reduced economic activity in vulnerable markets

The risk stems from the possibility that markets
vulnerable to climate change will become less • Reduced occupier demand for properties and
desirable over time. This is especially expected in case reduced asset value
of coastal regions.

Risk of Resource Availability • Increased costs and reduced net operating income
Changes in the availability of key resources such as due to higher prices
energy and water, including water scarcity.
• Additional capital expenditures to adapt buildings to
operate with alternative resources

Reputational Risk • Risk to company brand and reputation if no action is

Growing stakeholder preference to work with taken
companies incorporating climate risk into investment • Lower liquidity and/or reduced attractiveness of
decisions, and consumer preference for real estate assets that have not incorporated climate mitigation
properties incorporating climate mitigation.

Physical Risks Catastrophic Events • Costs to repair or replace damaged or destroyed

Increased severity of extreme weather events such as assets; value impairment
floods, cyclones, earthquakes etc. • Property downtime and business disruption
• Potential for increased insurance costs or reduced
insurance

Changes in Weather Patterns • Potential for increased insurance costs or reduced

Rising mean temperatures, rising sea levels and insurance availability
increase in precipitation. • Increased wear and tear on or damage to buildings,
leading to increasing maintenance costs
• Cost of investment in adaptation measures, such as
elevating buildings or incorporating additional cooling
methods

29
We realize the considerable negative impact that climate change
can have on our business, and have begun taking efforts to better
understand, prepare for and respond to the risks posed by
climate change. As part of our mitigation strategy, we aim to map
physical risks for current portfolios and future development
projects, followed by the incorporation of physical adaptation
and mitigation measures for assets that might be at risk. In
addition, we aim to incorporate climate resilience as key criterion
in site selection.

Following are some of the measures that we have taken to

mitigate both transition and physical risks arising from climate
change:

We design our buildings to comply with the Green Buildings

norms and be energy efficient. At the same time, we have
incorporated the use of greener energy for our operations,
including solar energy, wind energy.

We have adopted green energy solutions through installation

of rooftop solar panels.

We have reduced our energy consumption through measures

such as use of energy efficient lighting and equipment, use of
HVAC systems, etc.

All our buildings are designed for a seismic zone higher than
the zone of the area that they are built in, to ensure greater
resilience in the event of an earthquake.

Smart grid / smart building technologies installed in our

properties.

Automation system upgrades / replacements.

Installation of high-efficiency equipment and appliances, such

as replacement of conventional lights with LED lights.

Wall / roof insulation in our buildings.

Systems commissioning or retro commissioning in our

buildings.

30

DLF Gateway Tower, Gurgaon

The other major risks identified along with the mitigation strategies from the assessment performed
in FY 2020–21 are detailed below:

Type Impact & Mitigation Strategy

Economic impact of • Unprecedented impact of pandemic on the economy and business (significant uncertainty)
pandemic on the
business • Developing clear action plans for safeguarding the economic impact of pandemic and ensuring effective
monitoring of progress

Emergence of global • Increasing interest of global pension funds / investors in the Indian real estate market
players
• Easy access to large capital pool and rapid expansion across regions (options to tenants across the country)

• Ability to influence tenant’s decisions through strong Global relationships

Talent development • Identification & retention of critical talent in lieu of growth phase and competition (including global players /
and retention - investors)
Including succession
planning • Upskilling and development of employees on emerging technologies (digital upskilling)

• Succession planning for key roles across the organization

• Talent development and retention is key to realize the ‘New phase of growth for DLF’

• DLF being the industry leader offers easy access to talent pool

Cyber security and • Increased threat of cyber-attacks, ransomware, hacking due to remote working and data privacy laws (sensitive
data privacy data leakage & legal action by tenants)

• IT policies and infrastructure not geared up to remote working

• New normal (work from home / anywhere), significant increase in cyber-attacks and data privacy regulations

• Key IT applications have been hosted on Azure cloud

• Key functions such as finance and IT have been developed in-house

31
Type Impact & Mitigation Strategy

Safety, Health and • Terrorism (Offices, Malls) – inherent risk of terror attacks / threat from Non-State Actors
Environment (SHE) -
Including COVID • Health and safety of workers at construction site and tenants / visitors at office premises (including COVID
protocols)

• Natural disaster, erosion of natural resources and environmental pollution

• Health and safety is one of the key priorities for DLF and core for any real estate business

• Significant SHE focus by regulatory bodies

• The Company has a partnership with DuPont to strengthen system and processes for reducing safety incidents

• Most projects implemented by the organization are LEED- Platinum certified to ensure minimal environmental
impact

Regulatory • Delayed project approvals and compliance by third party subcontractors / service providers (Principle employer
Compliance obligations)
(including RERA and
Project Approvals) • Compliance with central, state and municipal laws & regulatory guidelines (such as new Labor code, NGT,
construction approvals, COVID guidelines, SEBI)

• Frequent changes in laws and regulations, decentralization of business and RERA obligations (change in strategy
i.e. sale of residential units during construction)

• DLF engages with professional consultants to evaluate the existing systems and processes in accordance with the
applicable laws and regulations to identify gaps and areas for improvement for strengthening compliance

Project • Effective use of emerging technologies to control cost and accelerate speed of construction (e.g. PropTech)
Management
(Schedule and Cost) • High dependence on external sub-contractors (scarcity of labor)

• Increase in cost of construction due to government policies (e.g. social security)

• Several new projects envisaged across geographies in the ‘New phase of growth for DLF’

• DLF engages with national and international organizations to ensure that the quality, cost and timelines of
projects are maintained

• DLF also conducts routine audits to ensure that project modalities are in line with organizational commitments

32
Type Impact & Mitigation Strategy

Innovation and • Disruptive / innovative business models to address current / future needs of customers and portfolio
Diversification diversification

• Newer business models explored by clients to reconfigure their business post pandemic (such as Co-working, pay
per seat, fliexible work space and managed office spaces)

• Fast changing business models and customer preferences (asset light models, speed of delivery, millennials
population)

Environmental, • Delayed project approvals and compliance by third party subcontractors / service providers (Principle employer
Social and obligations)
Governance (ESG)
• Compliance with central, state and municipal laws & regulatory guidelines (such as new Labor code, NGT,
construction approvals, COVID guidelines, SEBI)

• Frequent changes in laws and regulations, decentralization of business and RERA obligations (change in strategy
i.e. sale of residential units during construction)

• DLF engages with professional consultants to evaluate the existing systems and processes in accordance with the
applicable laws and regulations to identify gaps and areas for improvement for strengthening compliance

• Creating and managing long term value for stakeholders through an effective ESG framework

• Regulatory policies and disclosure requirements (likely enforcement by regulators / government - ESG is gaining
significant momentum globally)

• Growing investor interest in ESG helping to support the ‘green recovery’ agenda

Customer • Customer preferences and needs not assessed appropriately leading to mismatch in expectations
Management
• Brand standards not defined or complied to while dealing with customers

• Frequent changes in the customer’s profile (millennials) and preferences (flexi work environment and vibrant
spaces)

• DLF employees undergo specialized trainings on international standards and practices for ensuring that customer
expectations are fulfilled

33
Sustainable Construction
DLF is committed to sourcing core construction products and influencedesign and specification, and we request information
materials responsibly. This includes environmental and ethical from suppliers to improve transparency in our decision making.
sourcing, health impacts and resource efficiency considerations.
But supply chains in construction are often fragmented and For our material finishes we select, wherever possible, natural
transient. We create and deliver cutting edge sustainable homes low-carbon materials that can be sourced locally. DLF encourages
beyond our client’s expectations. DLF is committed to sourcing the use of certified wood and other more sustainable wood
core construction products and materials responsibly. This materials and products, such as composite wood, engineered
includes consideration of environmental and ethical sourcing, wood and bamboo. Many of DLF’s projects feature composite
health impacts and resource efficiency aspects while selecting wood or engineered wood for their interior finishings. We
building materials. procure FSC- certified wood wherever required. Moreover, we
believe in procuring locally extracted and recovered material to
Across our development pipeline, we have early in-depth the maximum extent possible.
conversations with specialist contractors, to be able to

Raw Material Units FY 2020-21 FY 2019-20 FY 2018-19

Welding rods MT 3,085 199 63,146

Cement MT 26,700 1,750 33,598

Ready mix concrete MT 90,574 152,207 62,535

TMT MT 10,291 5,776 10,275

Bricks (fly ash bricks) ‘000 61 - 5,323

Ply Board Sq.m. 15,860 472,073 5,504

GI sheet Sq.m. 8,536 - 101,456

Glass Sq.m. - 54,338 40,630

Mortar M3 - - 1,343

Steel structure MT 2,875 7,576 1,264

Solid blocks ‘000 57 10,464 85

Fly ash blocks ‘000 247.5 - 550

34
Additionally, our focus is to ensure that all our buildings are asset portfolio is LEED Platinum certified.In addition,
designed to comply with the Green Buildings norms and be under-construction projects DLF Downtown, Gurugram and DLF
energy efficient. At the same time, we have incorporated the use Downtown, Chennai received LEED Platinum - Design &
of greener energy for the operations. 33+ million sq. ft of our Construction Pre-Certification.

35

DLF DownTown, Gurugram

Sustainable Supply Chain
At DLF, our business strategy revolves around fostering mutually Supplier Selection and Categorization
beneficial relationships with all our value chain partners, one of
which is suppliers and contractors. We have designed an effective Sustainable supply chain management is one of our key material
supply chain strategy, which is crucial to meet our business issues. We adopt a long-term approach to managing and
objectives, serve the customer better and stay ahead of maintaining supplier relationships through a robust set of
competition. business procedures which guide supplier screening, selection
and engagement.
Our supply chain strategy hinges on collaboration with suppliers
who can help us secure competitiveness by driving brilliant Our suppliers and contractors undergo screening at the time of
customer experience, while at the same time ensuring selection through a comprehensive due diligence process to
cost-efficiency and prudent risk management. Therefore, as part
of this strategy, our priorities include partnering with suppliers ascertain the commercial feasibility of collaboration and ensure
who provide goods/services at supreme quality and competitive compliances to statutory laws such as the labor laws (working
cost, in addition to a short lead time. Furthermore, they must conditions, minimum wages and benefits, etc.) and evaluate the
also have a strong focus on innovation, risk mitigation and agility suppliers on parameters such as price competitiveness, quality,
to evolve with the dynamically changing customer needs. In response time and ESG criteria such as health and safety,
doing so, we consistently strive to maintain an efficient environmental standards, working conditions etc.
procurement process operating under sound governance and
ensure compliance to all applicable laws and regulations, both by Apart from this, adherence to DLF’s Supplier Code of Conduct
us and our suppliers. is also evaluated, which consists of guidelines on health and
safety, human rights, environmental protection, sustainable
We partner with suppliers whose products/services adhere to procurement, etc. Such ESG practices are paramount to ensure
our codes of business conduct and quality standards. In order to our business sustainability and enable us to contribute toward
promote ESG practices in our supply chain, we have developed a sustainable development. Hence, we outline such contract
Supplier Code of Conduct which defines minimum ESG clauses before enlisting any supplier/contractor and target to
requirements or thresholds for all our suppliers, that span across empanel 100% suppliers through these contract clauses each
following major areas: year.

All our suppliers should ensure compliance with all national Health and safety are of significant priority in our own
and local environmental laws, regulations and permits, as operations, as well as in our value chain. Therefore, contractors
applicable to their business operations,and should strive toward engaged for construction of our properties are required to adhere
implementing an Environmental Management System based on to our Health and Safety Manual and appoint a Site Safety Officer
international standards such as ISO 14001; to implement a Site Safety Plan. Periodic safety audits are also
conducted to ensure adherence to all safety guidelines, which
Suppliers should work toward establishing procedures for have helped us to ensure prevention of safety incidents and
environmental improvement such as minimizing emissions injuries at our construction sites. We aim to ensure zero harm for
through their operations, increase the share of renewable energy, our contractors, i.e. zero incidents, resulting in lost-time injuries
reduce the production of waste and treat waste produced or fatalities each year.
through operations, reduce water consumption and adopt
measures for water conservation etc.; and Further, the contractors are required to develop and
implement a Site Environment Plan, including measures to reduce
Suppliers to respect and uphold fundamental human rights of adverse environmental impact from our operations such as
all stakeholders. minimizing air pollution, waste management and protection of
biodiversity.
Suppliers should strive to have their own sustainable
procurement policy in place and strive to ensure sustainable We primarily source from local suppliers, i.e. most of our
procurement of raw materials. suppliers are based in India. The following table depicts an
overview of our suppliers in the reporting year.

Category of Suppliers No. of suppliers Spend (INR Cr.)

Contractors 1375 2133.5

Consultants 431 134.7

Total 1806 2268.2

36
Majority of our suppliers are based out of India and can be were critical suppliers accounting for 70% of total procurement
categorised into contractors and consultants which includes spent.
project management companies, manpower contractors,
material suppliers and providers of other goods and services. Supply Chain Risk Assessment

We identify critical suppliers that are strategic to our We closely monitor the performance of our suppliers, especially
performance, competitive advantage and market success. These contractors engaged for construction and project management.
are mainly suppliers with whom we have a long-standing These suppliers are required to provide data around various ESG
engagement and that meet our requirements in terms of time, factors, such as health and safety, labor management, resource
cost and quality of service. Largely, these include suppliers consumption and waste generation, which are monitored at
providing: periodic intervals. Further, regular supplier assessments are
undertaken through site audits for identification and assessment
High Value Goods and Services of any risks in the supply chain.

Critical/Core Products and Services Our approach to supplier risk assessment is derived from our
enterprise risk management framework, as depicted below:
In FY 2020-21, DLF engaged with 1806 suppliers, out of which 43

1 2
Reviewing the entire business
environment - internal and external Classifying the various risks in terms
for identifying potential risks of probability, impact and nature

Conducting Supplier Risk

3 Developing objective measurement

methodology for such risks 4 Assessments and implementing
corrective actions for the issues
identified

37
At DLF, we identify potential risks in supply chain through Periodic supplier audits are conducted through site visits, which
undertaking a review of entire business environment and include risk assessments to ensure compliance to statutory
evaluating the existing regulatory, market, environmental and requirements, DLF’s Supplier Code of Conduct and the ESG
socio-economic trends in the sector and geographies where our criteria outlined in supplier contracts. Any non-compliances
key suppliers operate. These risks are classified in terms of identified are addressed through implementation of corrective
nature, probability of occurrence and severity of impact. The action plans, which are then periodically reviewed. In order to
prioritized potential risks are then periodically reviewed through ensure prudent risk mitigation and ensure sustainable
supplier audits. Some of these potential risks include on-site operations, we target to assess 5% of our total tier-1 suppliers
health and safety, compliance to labor laws, environmental through sustainability risk assessments by FY 2022-23.
protection, waste and wastewater management.

38

The Crest, Gurugram

Customer Engagement
At DLF, we value a strong relationship with customers in order to streamlined, efficient customer experience that maximises client
increase customer loyalty, which is vital to ensure business satisfaction with their workplace and property management. We
continuity and success. Hence, ensuring customer satisfaction is recognise that when our customers are satisfied, they are more
one of the main goals in all commercial processes in our inclined to renew their leases with us for extended periods of
subsidiaries, which have complete autonomy to act in time and refer us to their contacts.
accordance with their competitive strategies.
Our customer engagement is focused on our commitment to
DLF's mission is to build the world's leading real estate company, continuously improve the customer experience. While we work
renowned for client centricity and consistently exceeding to address our clients' issues, our operations aim to create
industry standards. Our Customer Promise governs our world-class urban settings. To increase customer satisfaction and
operations and contributes to our goal of becoming the engagement, we adhere to a customer satisfaction policy that
preferred workplace partner. We recognise that when we listen includes the following:
to and address our customers' concerns, they are more likely to
be satisfied. Our customer-centric strategy is supported by our Acting upon customer feedback/queries and grievances in a
Customer Promise, which commits us to listening to, timely, transparent, objective and fair manner while maintaining
understanding, and responding to customer demands, complete confidentiality.
simplifying processes, and innovating to enhance the customer
experience. Modelling our products to match customer expectations and
needs.
We employ an active leasing strategy to improve portfolio
performance and reduce forward lease expiration. Our 'simple Training our customer service personnel to effectively handle
and easy' lease is designed to speed discussions and is based on customer feedback/queries and grievances, and to effectively
a common-sense approach that emphasises developing a meet customer expectations and ensure the required corrective
relationship with our clients throughout the lease's and preventive action.
implementation. Our portfolio-wide approach to forward leasing
Addressing customer complaints through a dedicated team of
enables us to meet clients' requirements across the Group's
trained customer service personnel.
asset base, thereby increasing customer retention and
minimising downtime. We value our customers' feedback and are Tracking the latest market trends and technological
actively involved in gauging their happiness, collecting feedback advancements to provide our customers a state-of-the-art
on our performance, and gaining insights to drive innovation. experience at all stages of engagement.
DLF's product and service offerings are designed to deliver a

39

DLF CyberCity, Chennai

Furthermore, our tenant engagement program includes rental assets which revealed a NPS of 52.
building/asset communication, feedback sessions with individual
tenants, providing feedback to tenants on energy and water We firmly believe that we must respond to societal demands
consumption, and so on. We also have fit-out and refurbishment through our consumer interaction efforts across all our projects.
program in place for tenants which comprises assistance for We have developed special programmes to engage with our
meeting minimum fit-out standards, provision of tenant fit-out consumers in a more inclusive manner. Along with these unique
guides, etc. events, each of our retail initiatives include continuous consumer
interaction campaigns centred on a monthly theme. For instance,
We serve a broad range of consumer groups, from individuals to we have created ads that tie in with festivals.
businesses. We tailor our approach to ensure that they have an
exceptional experience while maintaining their safety and Our campaign #EachforEqual focuses on celebrating women
well-being. To assist our clients, connect with nature when and their achievements. This year, the campaign included
conducting business or shopping, our buildings integrate interior exclusive offers for women customers at shopping malls during
green areas and water elements while being energy and water the week of International Women’s Day.
efficient. Along with optimising interior quality and experience,
we at DLF believe that we must address rising concerns about Additionally, we monitor the interior air quality of our facilities to
energy usage and the shift to a more sustainable way of life. safeguard the people using them. In accordance with this, we
Towards this endeavour, Porsche, in conjunction with DLF have established and embraced a variety of measures aimed at
Emporio and Chanakya malls, has placed e-charging stations maintaining cleanliness and reducing pollution. These activities
around the malls for charging electric and hybrid vehicles. include monitoring and reporting on indoor air quality, as well as
maintaining hygiene across our buildings and assets through
We will continue to solicit input from our clients, including routine cleanliness campaigns. We are in the process of
renters and occupiers, in order to enhance our goods and upgrading to Merv-14 filters across all offices. E-charging stations
services on a continuous basis. We have progressed from a have been set up in DLF Cybercity. Our facilities are renovated on
customer satisfaction model to a one based on Net Promoter a regular basis to enhance the client experience. We have also
Score (NPS). We use top-down NPS methodologies to provide a been upgrading our facilities over the last few years to ensure
comprehensive picture of our customers' perceptions. In FY that smooth services are offered to all our guests.
2020-21, tenant satisfaction survey was conducted for our

40
01
DLF Cybercity, Hyderabad
 CLEAN WATER AND SUSTAINABLE CITIES
SANITATION AND COMMUNITIES

Environmental
AFFORDABLE AND RESPONSIBLE CONSUMPTION
CLEAN ENERGY AND PRODUCTION

Stewardship INDUSTRY, INNOVATION

AND INFRASTRUCTURE
CLIMATE
ACTION

DLF Golf & Country Club, Gurugram

Our Approach to Environmental Stewardship
We are committed to creating an efficient and resilient portfolio maintaining long-term resilience and competitiveness of our
that minimises our environmental footprint while preparing to portfolio.
thrive in a climate-affected future. We are cognisant of our duty
towards our stakeholders to sustain and protect the environment Water management: Improving water efficiency, onsite
during the management of our property portfolio. water recycling, rainwater harvesting, and efficient wastewater
management and discharge help reduce operational cost, while
DLF adopts a holistic, precautionary approach to environmental preserving our natural resources.
challenges from governance to operations. We aim at reducing
operating costs, enhancing property values and improving Waste management: Minimising waste, recycling, and
customer appeal, thereby resulting in enhanced long-term effective waste handling reduces raw material use and prevents
returns for investors as well as lower environmental risks. The environmental and health-related hazards associated with
environmental areas where we have a significant impact and can sending waste to landfill.
influence our stakeholders are as follows:
Biodiversity: Biodiversity contributes to protecting areas from
Energy and emissions: Optimising energy usage leads to a soil erosion and floods, reducing climate change risks, recycling
reduction in carbon emission while decreasing operating costs nutrients to boost farming productivity, capturing and retaining
and exposures to volatility in energy prices. water, assisting with controlling pollution as well as providing
aesthetic value. As a real estate company, we are responsible for
Climate change impacts: Assessing climate change risks, ensuring that the biodiversity value in and around our portfolio is
reducing greenhouse gas emissions and implementing adaptation protected and conserved.
measures reduce operational and financial risks and contribute to

Carbon footprint reduction Water management Waste management

Energy efficient buildings Efficient use of water, Reduce, reuse and recycle
and use of renewable energy recycling and rainwater wastes in all buildings
harvesting in all buildings

To manage our environmental performance, we have implemented a company-wide Environment Management System (EMS)
aligned to ISO 14,001 and 45,001 standards, applicable for the standing investment portfolio. The EMS has been audited by TUV
SUD, a global auditing and certifications service provider.

Our Environment Policy defines our objective and guides our activities and business decisions. It lays down our principles around
biodiversity, waste management, pollution control, water management, climate change and sustainable sourcing.

42
 Energy - rental business (MwH)
Energy and Emissions
FY 2020-21 FY 2019-20 FY 2018-19
Energy Optimisation
297,600 316,800
Conservation of resources has been our focus to create sustained 312,759

value for our stakeholders while reducing operational costs and

273,379

carbon footprint. We are committed to reducing dependence on 230,612 232,355

the conventional sources of energy and increasing the share of

renewable energy across our portfolio. We are continuously
adopting innovative and efficient techniques for our
development portfolio. 65,918

54,847

We regularly review energy efficiency plans for all our assets and 21,275
19,200 3,200
introduce initiatives to address areas for improvement. We also 1,743 18,105

monitor and drive energy efficiency and reduction improvements Diesel Natural gas Electricity Total non-renewable Total renewable
consumption energy energy
through target and performance tracking for development consumption consumption

projects. Some of the initiatives undertaken towards energy

efficiency measures in our buildings are: Energy intensity in our rental assets reduced by 28.5% in the reporting
year as compared to FY2019-20. Besides our energy efficiency measures,
our consumption also reduced because of shutdown of commercial
* Lightening optimisation by use of LED lights. spaces due to COVID-19. However , our renewable energy consumption
increased by 20% as compared to FY2019-20.
* Installation of high-efficiency equipment such as HVAC
equipment.

* Wall and roof insulation. Energy - development business (MwH)

* Automatic meter readings and other smart building
technologies. FY 2020-21 FY 2019-20 FY 2018-19

In our pursuit to increase our renewable energy mix, we have

installed solar panels at all our rental assets. We also source wind
power for our IT Park in Chennai. Open access power is being
used from hydro power plant in retail properties.
17,209
17,083
1,916
1,626
10,254 8,813
8,265.6
6,955

290 31
4.13

Diesel Natural gas Electricity Total non-renewable Total renewable

consumption energy energy
consumption consumption

Energy - hospitality business (MwH)

FY 2020-21 FY 2019-20

34,771

24,293

9,380 9,558 3,946

8,011

2,467
179

Diesel Natural gas Electricity Total non-renewable Total renewable

consumption energy energy
consumption consumption

*Energy consumption data for hospitality business has been accounted

under development business for FY 2018-19

43
 GHG and Air Emissions All the dust causing construction material like cement stored
within built structures to minimize dust.
We are committed to addressing climate change risks through
the reduction of energy consumption and carbon emissions in Dust generated on site from materials like sand is minimized
our business operations. Improving energy efficiency represents by regular sprinkling of water or adequate cover.
the largest and the most cost-effective way to mitigate emissions
of our portfolio. Tyre washing facility for material carrying vehicles available at
the entry and exit of batching plant area to minimize the dust
To reduce pollution caused due to air movement, various outside the boundary of site.
initiatives are undertaken at our sites:
Speed limit for construction vehicles is restricted to 10
All dust producing construction materials are transported to kilometers per hour within the construction boundary, compliance
site with proper cover. to which is monitored by security guards.

Water spraying has been adopted in areas where dusty All diesel generator set chimneys are placed at a height and
construction work is undertaken to reduce the impact of air orientation, such that the smoke does not harm construction
pollution. workforce as well as the surrounding environment.

Construction boundary is earmarked prior to commencement Along with these initiatives, stack emission testing of DG
of construction work, and a 3-meter-high barricading is installed. exhaust is carried out every six months at all our properties.

Vehicles transporting construction waste materials outside the

site remain covered with fabric to minimize dust caused during
movement.
Emission - rental business (million tCO2 )
FY 2020-21 FY 2019-20 FY 2018-19
Emission Type Source Emission Limit Actual Emission

Particulate Matter
DG sets 75 52.4
(mg/Nm³)

Oxides of Nitrogen
DG sets 710 340.1
(ppm)

Sulphur Dioxide
DG sets NA 24.6
(ppm)
0.227
0.210
0.003
Carbon Monoxide 0.009 0.140 0.150
DG sets 150 50.6
(ppm)

Scope 1 Scope 2

Emission - development business (million tCO2) Emission - hospitality business (million tCO2)

FY 2020-21 FY 2019-20 FY 2018-19 FY 2020-21 FY 2019-20

0.020
0.001 0.008
0.001 0.005 0.006 0.007 0.002
0.003 0.0003

Scope 1 Scope 2 Scope 1 Scope 2

*Emission data for hospitality business has been accounted under

development business for FY 2018-19

44
We have also undertaken certain initiatives to reduce pollution We also promote CNG based shuttles facility (mass
around our assets. Electrically operated (environment friendly) transportation) to run between Cybercity, Gurugram to various
rapid metro runs in Cybercity, Gururgram. It is directly connected location of NCR. This has led to a reduction in vehicular pollution
to various parts of the National Capital Region (NCR) through the as well as traffic congestion. Carpool is promoted through mobile
Delhi metro. This mode of mass transportation system has based apps and is being widely used by building occupants which
resulted in reduction of vehicular pollution in and around has helped in reduction of traffic congestion, fuel consumption
Cybercity, in addition to great convenience to the employees. We and carbon footprint.
also engage with e- vehicle service providers for last mile
seamless connectivity between DLF buildings and nearest metro
station.

45

DLF Golf & Country Club, Gurugram

Climate Change Impacts
As per the Global Risks Report 2021 by the World Economic considerably reduce our carbon emissions over the next five to
Forum (WEF), extreme weather, climate action failure and ten years and developed risk adaptation strategies that include a
human-led environmental damage are among the highest variety of energy efficiency and emission reduction methods.
likelihood risks of the next 10 years.
We continue to integrate the Taskforce on Climate-Related
We understand the increasing environmental and social Financial Disclosures (TCFD) framework with our business
challenges caused by climate-related impacts to the environment strategy to further streamline our climate action. The TCFD aims
and their effects on our communities and are aware of our role at guiding companies in incorporating the considerations of the
to limit those long-term effects of human-induced climate effects of climate change into business and financial decisions to
change in line with the goals of the Paris Agreement. At DLF, we help facilitate the transition to a more sustainable, lower-carbon
are in the process of developing and managing our asset economy. We had previously assessed our practices against the
portfolio to incorporate all possible measures for sustainable recommendations and developed an implementation roadmap
operations. for alignment. In FY 2020–21, we made progress on several
initiatives on our implementation roadmap related to climate
Climate risks have the potential to affect our industry in two strategy, risk management, and metrics and targets.
ways: physically, through shifting weather patterns or rising sea
levels, or transitionally, through legislative changes associated We have also linked climate change metrics to the performance
with the transition to low-carbon economies. At DLF, we are review of our employees. Our technical team, comprising 35% of
aware of the threat that climate change poses to our business the total workforce has energy saving, emission reduction and
operations. We have examined the possible impact of physical effective waste management, among others, as part of its key
and transitional risks associated with climate change and are result areas.
implementing various strategies to adapt. We have set targets to

46

Shot at DLF Golf and Country Club, Gurugram

 Water and Wastewater Management
DLF takes a holistic water management approach to ensure Aerator for a maximum flow of 2.8 litres per minute and 6
efficiency and resilience of our assets and development projects. litres per minute installed in wash basin taps and pantry taps,
Responsible water management practices allow us to deliver respectively.
sustained value to our tenants through water and cost savings.
Low flow taps & faucets with aerators to reduce the flow rate
As part of our water management strategy, DLF focusses on by 50-60%.
effective management of water quality and usage across the
lifecycle of our assets. We review our utility bills both quarterly Sensor based and high efficiency fixtures used for urinals and
and annually to identify areas of improvement. Monthly water taps in wash basins as well as waterless urinals in common areas
consumption is closely tracked by our key business units to of commercial buildings.
detect any anomalies in water usage that require attention.
Reuse of Air Handling Unit’s condensed drain water as makeup
Water usage water in cooling towers.

There has been a reduction in water consumption across our Regular cleaning and maintenance of all plumbing fixtures.
portfolio due to various factors, the most pressing being the
onset of the COVID-19 pandemic. Our water intensity in rental Optimum efficiency of R.O. plant through reject recirculation.
assets reduced by 55% in the reporting year as compared to
Sprinkler and drip irrigation in grass lawns to save water.
FY2019-20 We ensure water is recycled and reused wherever
possible. We apply the 4R (reduce, recycle, reuse and replenish) Regular briefing and awareness to staff on water conservation
principle across all our projects to ensure water efficiency. The with special emphasis on use of dual flow flush.
water recycling and reusing mechanisms are a critical design
element while devising and planning new projects. Drought tolerant and native landscaping.

Furthermore, all our assets are zero water discharge sites and In addition, we have installed zero-discharge STPs at multiple
wastewater is treated through sewage treatment plants (STP) at sites across our portfolio. Treated storm water and grey water is
various sites. utilised for irrigation of landscape, sanitation and make-up water
for cooling towers. Dual pipe plumbing systems of the buildings
We have undertaken various measures to conserve water at our helps in using recycled treated water for flushing purpose. Even
sites. Some of the important water conservation initiatives sludge of STP is used as manure for horticulture.
undertaken are as follows:
Another significant initiative is the installation of more than 100
Meter and sub-meter installations at every consumption point rainwater harvesting systems to recharge ground water. The
to monitor and improve water consumption patterns at regular water collected through the rainwater harvesting pits, is
intervals. recharged into the ground which helps in raising the ground
water level.
Leak detection systems and timely repair of leakage and
overflows.

Pressure Reducing Valve (PRV) settings of 1.5–2 kg/cm2.

Municipal Borewell Tanker

Water consumption
by business (KL)
FY 2020-21 FY 2019-20 FY 2018-19 FY 2020-21 FY 2019-20 FY 2018-19 FY 2020-21 FY 2019-20 FY 2018-19

Rental business 1,053,357 2,027,651 1,485,000 22,202 419,798 99,000 210,018 103,077 198,000

Development business 57,719 7,479 240,000 - - - 14,965 29,001 -

Hospitality business 87,532 82,559 - 61,777 55,098 - 7,479 125 -

47
Illustration - Physical risks mitigation measures at DLF Cyber City, Chennai
We carried out mitigation measures in three phases, namely prevention, protection and restriction.

Prevention:
Construction of a reinforced concrete flood wall of length 2,400 meters around the property by replacing the existing boundary.

Increased elevation at entrance and exit gates by construction of humps.

Protection:
Fortification and strengthening of the existing storm water drainage infrastructure.

Strengthening of pump and sump infrastructure at four locations.

Restriction:
Installation of flood barriers at entrance gates on the boundary of the complex, and at stairwells and ramps, as well as for basement
utilities like STP, WTP etc.

Finalisation of design scheme for fortification & wet-proofing of basement dewatering systems.

Connection of storm water drainage lines with all four sumps to collect the rainwater.

48

STP - DLF 5, Gurugram

Waste Management
DLF is committed to waste minimisation and efficient use of
Waste generated - rental business (tonnes)
resources throughout the lifecycle of construction sites as well as
managed buildings. We review our waste minimisation and
recycling initiatives for all our properties on a regular basis, as FY 2020-21 FY 2019-20 FY 2018-19
per our corporate policy on waste management. 13,069

Being a real estate company, most of our waste is generated by 8,680

our contractors and tenants. We continuously invest in the latest
technologies to cut down on our construction waste. Waste
management plans are a part of project design. We ensure the 3,703

disposal of waste, both hazardous and non-hazardous, through 56

35
authorised vendors. We are also engaging with tenants and
25
consumers to identify ways to reduce waste, to decrease our
consumption of resources and cut down operational costs. Waste
separation is implemented at most of our sites. Non-hazardous Hazardous waste
waste

We have adopted the 3R approach (reduce, reuse and recycle) of

waste management. The waste management hierarchy allows us
to focus on reducing waste at the source before considering
reusing and recycling. DLF regularly buys from or sells to
recycled-products exchanges.
Waste generated - development business (tonnes)
In addition, it is our constant endeavour to identify recycling
opportunities for waste generated during construction of our FY 2020-21 FY 2019-20 FY 2018-19
properties, which can include recycling of materials removed
from the site when it is under development, recycling of
materials and providing re-usable materials during demolition to
the local communities. Project-specific targets on waste
reduction, recycling or reuse are set for most projects. We also
collaborate with customers and waste contractors to introduce 3,017
recycling systems within our tenancies. Furthermore, contractors 3
are incentivised to recover, reuse and recycle building materials 1
through avoided costs associated with sending waste to landfill 0.7
and allowing contractors to retain revenue and savings from
material recovery. We educate our employees and contractors on Non-hazardous Hazardous waste
appropriate waste management measures and support waste
contractors to deliver waste management education at our
development sites, if required.

Waste generated - hospitality business (tonnes)

FY 2020-21 FY 2019-20

374
237 15
3

Non-hazardous Hazardous waste

waste

*Waste generation data for hospitality business has been accounted under
development business for FY 2018-19

49
All the waste generated from our operations, including rental, Various types of wastes are generated in the building and are
development and hospitality businesses, is either recycled, disposed as per DLF Standards Operating Procedure.
reused, composted, treated for energy recovery or sold to
authorised recyclers. None of the waste generated in the last Used lube oil and batteries are disposed-off through authorized
three years was disposed to landfills or incinerated without vendor. Three types of waste are segregated and measured as
energy recovery. 100% of the non-hazardous waste generated mentioned below:
from our rental assets is utilised as compost.
Green bin – Biodegradable items like fruits, vegetables etc.
We have established dedicated waste collection areas and waste
separation facilities at most of our sites. For our rental buildings, Black bin – Non-biodegradable items like sanitary domestic
collection of organic waste is undertaken at source through waste, bulbs, tube lights, batteries, etc.
distinct waste collection bins for dry and wet waste. The wet
Blue bin – Dry Waste / recyclable waste like plastic, papers,
waste is then diverted to the organic waste composter provided
metal etc.
on site to generate manure, which is further utilised as fertiliser
in landscaping. The solid waste, on the other hand, undergoes Organic waste composting machine is installed to recycle
segregation in specifically allocated areas, wherein it is further biodegradable waste on site.
directed for reuse, recycle, or waste-to-energy plants. We have a
buy-back policy for batteries.

50
Biodiversity
We are committed to preserving the biodiversity of our sites in minimize, restore and offset) if operating in areas with close
which we operate. We are also cognisant of the ecological value proximity to critical biodiversity, of global or national importance.
in and around our assets and take measures to minimise impact We undertake measures to ensure there is no net deforestation,
through our business activities. such as through reforestation and transplantation of trees. We
also engage with external partners to leverage their expertise in
Biodiversity risk exposure is undertaken during the due diligence augmenting our efforts toward biodiversity protection.
process for site selection and within periodic evaluations. We
undertake environmental impact assessments to understand the Our building sites have been designed and adapted to serve as a
proximity of our properties and associated possible impact on safe habitat for local and migratory birds. We also conduct
biodiversity. The results of the assessment form the basis of the various plantation drives as part of our community initiatives.
development of biodiversity management plans (BMPs). The Tree plantations have been carried out in public areas around our
BMP covers actions to minimise any adverse impact from our assets in Hyderabad, Gurugram and Delhi to enhance biodiversity
operations, and initiatives to enhance the biodiversity value value. Moreover, a series of plantation drives were organised
around our assets. In addition, we comply with all applicable along the public roads including Southern Peripheral Road and
forest related regulations and mandatory standards across all our Raghvendra Marg in Gurugram. In Delhi, two large public parks
operations. have been adopted to be developed as model parks.

It is our constant endeavour to protect and enhance the We continue to work towards enhancing our footprint in
biodiversity/ecosystems around our operations. We are restoring biodiversity. We also strive to enhance the green cover
committed to not operate in and around World Heritage areas around our assets through plantation of native species of
and IUCN Category I-IV protected areas along with any vegetation to provide a conducive habitat for birds, fishes, frogs,
ecologically sensitive area of global and/or national importance, ducks and many other species.
and encourage our suppliers to adhere to the same. We are
committed to ensuring there is no net loss of biodiversity or net
deforestation on the land under our responsibility, across all
operations.

Our approach is to apply the mitigation hierarchy (avoid,

Biodiversity Conservation at DLF Golf and Country Club

The DLF Golf and Country Club, located in Gurugram, and established in 1999, is a world-class golf
course employing best practices in environmental conservation. A multi-pronged approach was
undertaken towards biodiversity conservation covering the following:

Water conservation –
Latest technologies used for water management with a sewage treatment plant of capacity 14
Million liters per day.

Huge water reservoirs created to conserve water and improve habitat.

Soil conservation –
27,000 tonnes of rocks used in quarry.

Increase on green cover.

Over 5,000 mature trees transplanted.

16 varieties of native vegetation species planted.

Habitat enhancement.

Conservation of native species of birds by creation and maintenance of an environment friendly

ecosystem.

51

Shot at DLF Golf and Country Club, Gurugram

 DECENT WORK AND E

GOOD HEALTH AND DECENT WORK AND

WELLBEING ECONOMIC GROWTH

Social
QUALITY REDUCED
EDUCATION INEQUALITIES

Stewardship GENDER
EQUALITY
SUSTAINABLE CITIES
AND COMMUNITIES
 Our Approach to Social Stewardship
It is our constant endeavour to strive towards social stewardship, We value our people and support their long-term success by
through ensuring reliable engagements with all our stakeholders seeking opportunities for them to grow and develop
including employees, customers and communities. Our corporate professionally. This reinforces strong succession and ensures we
policies and ESG commitments have built a strong foundation for maintain an engaged workforce. Our employees drive our
corporate governance, helping us earn the trust of our success and ensure we deliver on our commitments to investors
stakeholders and promoting sustainable growth. and other stakeholders. We seek to create a positive, open and
inclusive work environment that enables employees to develop.
We are dedicated to preserving and upskilling our workforce, as Inclusive leadership and disciplined talent management
well as providing safe spaces for our building users amidst the processes are critical to our success in this regard.
crisis. Our ambition is to create opportunities for people in our
local communities through our social sustainability programmes, Our long-term success at co-creating sustainable communities
ensuring we have a diverse industry with the skills we need, both rests on the support and contribution of our stakeholders, who in
now and in the future. turn count on us to deliver on our commitments. Our presence
across the country provides communities with opportunities for
The pillars of our social stewardship – employee engagement, employment, livelihood, productivity, and quality health and
diversity and inclusion, health and safety, commitment to human education services. This year, despite the challenges of Covid-19,
rights and community engagement, have been developed to we have continued to provide exceptional support to our
deliver on this ambition. From supporting people furthest from communities. From providing access to quality education and
the job market into employment, to inspiring young people, to healthcare to promoting environmental sustainability and
empowering our employees to make a difference, our building sustainable social infrastructure, we’ve continued to
programmes allow us to engage our workforce, customers and focus our investments where we can have the greatest impact.
the real estate industry to have a meaningful impact.

OMIC GROWTH

53

Plantation drive - DLF 5, Gurugram

Employee Engagement & Development
For DLF, maintaining employee engagement and development potential talent as part of its regular succession planning process.
across online and offline work environments are key priorities. On an annual basis, DLF identifies and reviews suitably qualified
Through a three-pronged approach of developing, engaging and candidates from both within and outside the company who could
caring for employees, we are committed to driving productivity, be considered for key positions when the need arises in the
employee satisfaction and talent retention for organisational immediate, medium, or long term. Further, DLF ensures that all
excellence. The COVID-19 pandemic has changed the future of employees receive performance feedback at least once a year.
workplaces and the prevalence of remote working presents a set
of challenges and opportunities, including redesigning of job There were a total of 202 new joinees in FY2020-21 and 110
scopes and developing new communication and collaborative internal hires.
working methods.
Total employee turnover during FY 2020-21
DLF believes that career satisfaction and advancement Less than 30 to 50 Above 50
opportunities motivate employees for long-term commitment Management level Male Female 30 years years years
with the company. In order to foster organisational strength from
within, DLF promotes the concept of ‘oneness’ encouraging Senior 30 1 0 5 26
employees to learn and develop new skills for the success of the
organisation and offering them career advancement Middle 162 23 4 117 64
opportunities. This leads to high-caliber and engaged employees
that want to stay with the company in the long term.During the Junior 175 56 106 97 28
reporting year, Total employee turnover rate was 27% and
voluntary turnover rate was 21% Further, we undertake periodic
Non-management 8 0 0 3 5
employee engagement surveys to assess their level of
satisfaction.In 2019 & 2020, we conducted an employee
222 123
satisfaction survey in collaboration with‘Great Place to Work’to Total 375 80 110

assess overall satisfaction. DCCDL was certified as a Great Place

to Work. Mr. Sriram Khattar, MD, DLF's Rental Business was
recognized as one of India's Best Leaders in Times of Crisis, 2021. New joiners during FY 2020-21
DLF recognises that a positive work environment is essential to Less than 30 to 50 Above 50
Management level Male Female
attract, motivate and retain talent. Its overall well-being 30 years years years

programme promotes personal development, health and

work-life harmony. Initiatives of the programme include a flexible Senior 16 2 0 10 8

medical and benefits plan, flexible work arrangements, and staff

engagement initiatives, among others. The company allows Middle 69 19 8 76 4
employees to avail flexible working hours and
work-from-home arrangements on a case-to-case basis. Junior 73 20 60 32 1

During the phases when COVID-19 cases were high and rising,
Non-management 3 0 2 1 0
DLF remained committed to ensuring safety of its people with all
staff members working from home. Staff members are entitled to
119 13
parental leave. In FY 2020-21, two eligible female employees Total 161 41 70

availed parental leave and one of them returned to work after

the leave.
New joiners turnover during FY 2020-21
DLF actively engages with its staff through various avenues,
including regular communication sessions held by senior Less than 30 to 50 Above 50
Management level Male Female
management for effective flow of information and alignment of 30 years years years

business goals and objectives across all levels of the workforce.

All employees of DLF receive an annual performance feedback Senior 4 0 0 2 2

which highlights their achievements and areas of improvement

based on their performance during the year. Middle 14 3 2 15 0

DLF seeks innovative, dynamic and talented staff to take the Junior 7 2 6 3 0
Company into its next phase of growth and adopts a
multi-pronged approach to manpower planning, i.e. developing
Non-management 0 0 0 0 0
internal workforce and hiring young talent, mid-career
professionals and industry veterans. DLF continuously builds its
management bench strength through the identification of high Total 25 5 8 20 2

54
Apart from providing jobs and caring for our direct employees to groom them into 'business leaders of tomorrow'. The program
through comprehensive benefits schemes, we invest provides them with exposure, insight and opportunity to learn
significantly in training and upskilling our employees to industry best practices and strengthen their business acumen,
prepare them for the future. We actively support internal career which will in turn contribute to organizational growth. The
planning, professional development and learning opportunities curriculum comprises of modules around three main aspects -
for our people. Some of the training courses that were organised management and strategy including topics such as business
and attended by employees during the reporting year included strategy formulation and implementation, effective management
Business Communication, Digital Marketing and software training of business portfolio and management of teams; domain and
such as Microsoft Excel. The average hours per FTE of training functional expertise including topics such as operations, finance,
and development during FY 20-21 was 2 hours. Average amount customer and marketing, risk management and regulatory
spent per FTE on training and development was INR 600. framework and, personal development including formulation of
individual development plan and executive coaching.
Leadership Development Programs
Our approach to employee engagement recognises that high
As part of our Leadership development programs, employees are performance depends on building an inclusive and constructive
groomed to take up leadership development roles. culture, and continuously improving the employee experience by
listening to our people and supporting their well-being. DLF’s
Leaders of Today: This includes employees that are ready as employee-centric cricket tournament is an annual event where
Business Leaders or are already assuming the role as Business employees from different business verticals compete in friendly
Leaders. matches with each other. However, this year, on account of the
COVID-19 pandemic and the lockdown situation in the country,
Leaders of Tomorrow: This includes employees who are already
this event could not take place.
shouldering wide range of responsibilities and being groomed as
future Business Leaders. Furthermore, as part of the health and well-being initiatives, the
organisation has responded to the emerging needs of the
Fast Track Functional leaders: Who are capable of shouldering
employees to enhance their understanding of ergonomics at
greater responsibilities in time to come.
workplace and annual health check-ups. Further details on health
Lead’ is a leadership development program designed with the initiatives are highlighted in sections on Health, Safety and
objective to strengthen leadership capabilities of senior Security and Our Response to COVID-19.
management employees, in order to improve operational
performance needed for organizational growth. With dynamic
advancements in the real estate industry, it is imperative to
augment the business skills and capabilities of senior
Number of employees and manhours
management, to promote process innovation across different of training across gender
functions, stay relevant and continue to serve our customers
better. The participants include high performing senior
management who are ‘leaders of today. ’The training functions to
Management level Male Female
strengthen their understanding of the market and promote an
integrated view of the organization and its business. The training
program is a blend of on-the-job experiential learning including No. Manhours No. Manhours

action learning projects, along with management education at

prestigious educational institutes and a set of functional learning Senior 136 138 7 7
programs.
Middle 823 894 143 162
‘Excel’ is a management development program for junior and
middle management employees i.e. to build their capabilities for
Junior 827 847 13 27
undertaking future higher management roles. The program is
designed with the same vision and objective as ‘Lead’ program,
Non-management 0 0 0 0
to upskill management level employees, in order to stay up to
date with the swift advancements in the real estate industry and
improve functional performance. High potential employees are Total 1,786 1,879 163 196

selected to participate in the program, across different functions,

55
 Diversity and Equal Opportunity
The impact of COVID-19 has widened the global gender gap by a on gender diversity. Our initiatives have resulted in a
generation, according to the World Economic Forum's Global considerable rise in female representation in senior leadership.
Gender Gap Report 2021 and closing this gap will take 135.6 We also undertake several other initiatives to emphasise the
years. Despite advancements in education and health, women significance of diversity and inclusion in our business.
continue to face economic and employment obstacles. We, at
DLF, are dedicated to eradicating social exclusion and putting Furthermore, DLF equitably pays male and female employees for
diversity and inclusion at the core of our operations. We equivalent jobs across the organization’s structure based on
recognise that these are small beginnings, but we hope they will merit, aptitude, and experience. Our performance-based reward
help galvanise our efforts and advance our goal of promoting a scheme is gender-neutral. Staff pay is also benchmarked against
culture that inclusive, open, and progressive. the market standards.

Regardless of gender, race or nationality DLF values diversity and We consider that investing in the development of our people and
inclusion. DLF believes that employees' skill, expertise, and skills will result in meaningful, rewarding work for our teams and
experience can help them make a meaningful contribution. support the culture needed to achieve long-term success. Our
Having a diverse staff at all levels of our organisation ensures that leaders set the tone at the top by providing guidance and
we make sound business and stakeholder choices. The support that encourage employees to deliver their best. In the
Company’s female staff members are represented at all levels of table below, we present the average salary for males and females
management. During FY 2020-21, the share of women in total at executive, management, and non-management levels.
workforce was 12.83% and in management positions is 12%. The
share of women in junior management positions was 14%, We are committed to creating a culturally inclusive workplace
whereas in top management positions it was 7% during the and will continue to measure our workforce's diversity across a
reporting year. Moreover, share of women in management variety of criteria such as cultural background, country of origin,
positions in revenue-generating functions (e.g. sales) as % of all gender identity, and age. Accepting ethnic or religious festivities
such managers was 15%., and percentage of women in STEM also supports our commitment to creating such an inclusive
related positions was 10%. Further details on the number of workplace.
employees based on gender and age categories at different
management levels are shown in the table.

All our employees in the reporting year were Indian. Further,

there were no specially/differently -abled employees. Figures in INR Lacs
Our varied workforce encourages employee involvement and
enhances our capacity to upskill our employees and offer value
to our investors. Our commitment to diversity and inclusion is
integrated into our processes and efforts for human capital
development. Our major focus over the last five years has been 27.79
26.37

180.0

Less than 30 to 50 Above 50

Employee category Male Female 30 years years years

119 9 0 39 89
Executive

861 124 14 690 281 137.73

Management

5.63
Non-management 974 159 280 624 229 5.28

Total 1,954 292 294 1,353 599

Executive level Management level Non-management

level

Average salary (INR) - females

Average salary (INR) - males

56
It has been our endeavor to create an open and inclusive designated spots have been designed for the convenience of the
environment for women employees. Our Maternity Leave Policy differently- abled. Along with this, we have ensured that our
and Childcare facilities are designed to contribute toward that offices are equipped with wheelchairs and other amenities to
objective. To promote a more inclusive culture for new parents, accommodate the needs of the differently-abled.
we have made provision for crèche facilities with permission to
women employees for four visits to the crèche in a day Safer workplace for women
(including interval for rest).
We have an internal Prevention of Sexual Harassment at
Inclusive infrastructure Workplace policy (POSH). All our employees are sensitized to the
policy through training. We strive to make our offices safe for
As an organization, we are constantly trying to be more inclusive women to work by ensuring that there are no breaches to the
in our approach by retrofitting our buildings to accommodate policy on POSH.
people with special abilities. Our buildings are equipped with
special facilities such as ramps at various places as well as

57
Health, Safety and Security
At DLF, our goal is to provide healthy and safe places and and conforming to and, if possible, exceeding all relevant codes
communities that support our people and partners in realising and standards. We believe that all injuries and accidents are
their potential. We recognise that this can only be achieved by preventable. DLF’s HSE policy states that identifying and
working closely with our partners, including our supply chain, providing adequate control of the health and safety risks arising
investors and enforcing authorities. from work activities to prevent incidents and cases of
work-related ill health lie at the forefront. This policy covers all
Our approach to health and safety is guided by our OHS employees and workers.
Management System. We have implemented the Five-Star
Occupational Health and Safety Management System and the ISO DLF has set up a well-defined process for reporting and
45001 — OH&S management system. The scope covers investigating any incidents related to health and safety. This
Occupational Health & Safety Management Systems of DLF. procedure is provided to effectively implement the incident
investigation procedure. Our process of incident investigation is
We received multiple accolades related to health based on the ‘Why-Why’ tree analysis to identify the root cause.
and safety measures for our buildings during the
reporting year. The procedure is intended to provide a systematic,
in-depth approach of incident investigation on
Five Star Rating for Occupational Health & Safety - DLF health and safety including fire hazards, with an
Emporio - British Safety Council. emphasis on the following:
Covid Assurance Audit Certification - DLF Emporio - British Management responsibilities.
Safety Council.
Selection of the investigation team.
Well Audit – Health & Safety - DLF Emporio – Well.
Investigation process.
Star Rating for Occupational Health & Safety The Chanakya
British Safety Council. Risk assessment.

Covid Assurance Audit Certification The Chanakya British Development of corrective and preventive recommendations
Safety Council. based on hierarchy of control.

Well Audit – Health & Safety - The Chanakya - Well. Communication of the investigation’s findings.

Safe & Secure Retail Facility - The Chanakya - FIST Awards – Follow-up system for the investigation’s findings.
Finest India Skills & Talent.
Audit of the recommendations and their implementation.
Best COVID Relief Work - DLF Foundation - CSR Leadership
Award 2020. Management systems.

Covid Assurance NCR Office Complexes: Building No. 10, DLF has a well-developed procedure (IMS-OH&SP-9-Risk
Building No. 8, Infinity Towers, Gateway Tower, Forum, Building Management) for identification of work-related hazards, routine
No. 9A & B, Cyber Greens, Building No. 7A & B, Building No. 5, and non-routine activities, additional controls, and assessment of
Building No. 14, Building No. 6, Square, Atria, Nestle, World Tech risk and implementation of recommendation as per hierarchy of
Park Tower A & B, IBM Silokhera, Plaza Tower, Centre Court Tower controls in order to eliminate hazards and minimise risks.
A & B, Two Horizon Centre, Cyber Park, MLCP BKSM, DLF Centre /
DLF Cyber City Chennai Block 1A, 1B, 1C, Block 2,3,4,5,7,8,9A & The following are the types of risk assessment
9B, 10 & 11 / DLF Cyber City Hyderabad Block 1, 2 & 3 / DLF IT carried out for all the facilities:
Park Kolkata 1 & Kolkata 2 and DLF IT Park Chandigarh - British
Hazard Identification and Risk Assessment.
Security Council.
Control of Substances Hazardous to Health (CoSHH) Risk
WELL Certification - 42 Properties - International Well Building
Assessment.
Institute.
Manual Handling Risk Assessment.
Well Health – Safety Rated 2020 - The Crest, The Camellias,
The Aralias and The Magnolias - International Well Being Fire Risk Assessment.
Institute.
Display Screen Equipment Risk Assessment.
DLF upholds health, safety and security as a core value in the
conduct of its business. We are committed to creating and
maintaining a safe, healthy and environment-friendly workplace,

58
Evaluation of this process is done by the British Safety Council Spot the Hazard scheme: In this scheme, an employee has to
senior auditor on a half-yearly basis during the review audit and report the hazards and hazardous situations to improve the
the five-star audit; all the recommendations are implemented to overall system.
ensure continual improvement. Risk assessments are reviewed
on a yearly basis for any incident/near-miss incident reported, DLF also has a reward and recognition programme for all the
enforcement agency, insurer’s or auditor’s requirement, request above schemes and employees are rewarded against the set
from the safety committee, changes/modification to the process criteria. Furthermore, we have a well-defined procedure for
or safety standards or legal requirements. occupational health and well-being of employees
(IMS-OH&SP-6-OH & WELLBEING). This procedure is developed
The various DLF schemes for the workers to report work-related to provide adequate facilities to the workers and generate
hazards and hazardous situations are given below: awareness to control the health and mental risks arising due to
work and non-work activities. This further aims at preventing
Safety Inspector of the Day (SIOD): Every day, one employee of cases of mental and physical ill health by organising medical
a particular site is nominated as the SIOD; his duty is to take a check-ups and health surveillance programmes, health
round of the facility and identify any hazard or unsafe situations awareness training programmes and employee assistance
and submit a report to the building manager to close the findings. programmes (EAP).

Safety Suggestion scheme: The Safety Suggestion scheme is

also providing opportunities to employees to give suggestions for
improvement of the system or report work-related hazards and
hazardous situations to make DLF a safer place to work.

59
All the occupational health services are expected to respect out and injured the right hand of an FSO, resulting in a minor cut
workers’ right to privacy. DLF ensures that information related to injury. This data does not cover tenants’ employees and their
workers’ health and participation in any occupational health agency staff as we do not have direct control on them. No
services remains private and is not disclosed to any third party. high-consequence injuries and fatalities have occurred from the
above hazards between 1 April 2020 and 31 March 2021 for our
1) Participation and consultation employees and contractors . Lost-time injury rate and absentee
rate for the reporting year is zero for employees and
DLF understands the significance of participation and contractors.
consultation of employees in health and safety related matters.
Therefore, we ensure involvement of employees in the To better serve our tenants and customers, DLF ensures that all
development of safety management system, risk assessment, our buildings have early fire detection alarm systems as well as
incident investigation, OH&S objectives and plan, etc. Employees a public speaker system. We have a specialised fire station with
and concerned stakeholders are involved in incident water tanks, in addition to the built-in fire safety equipment.
investigation, sharing of incident investigation learning among Mock fire drills are organised in collaboration with local
employees through ‘Learning & Improving through Experience authorities for tenants to familiarize them with emergency
(LIFE)’. evacuation procedures. These fire drills are carried out in
collaboration with the asset managers and with advance notice
2) Communication to the tenants. Training of facility management employees,
including refresher training on specific equipment operations, is
Communication is also a key aspect with regard to a company’s
also part of fire safety management.
OH&S management. We clearly communicate OH&S objectives,
plan, findings of risk assessment, learnings of incident We continue to enhance fire safety across the business and
investigation are ensured through Toolbox Talk (TBT), awareness ensure we meet new government initiative s and legislation. If
programmes, display on notice board, ECF meetings, email, remediation is needed on the external walls, we immediately
training, intranet, etc. Further, we ensure that concerns implement interim safety measures such as changing the
associated with health and safety raised by employees are evacuation strategy, introducing waking watches, or installing
directed to the management. temporary fire alarm systems. We strive to complete any
remedial works as quickly as possible, with minimum disruption
100 percent of DLF employees were offered to participate in
to tenants and local community. One of our key priorities
voluntary health promotion programmes around HIV, alcohol,
includes checking that we are achieving our high internal
tobacco and drug use, health and hygiene awareness and healthy
standards for health and safety.
life and lifestyle moderation. These programmes are conducted,
monitored and analysed to reduce the non-work-related health We have been working with our tenants as part of the fire safety
risks among workers. This process is audited by the British Safety management to ensure that their emergency response teams are
Council on a yearly basis and recommendations are aware of the safety rules and response plan.
implemented.
Cybercity Gurugram is home to India's first private fire station,
We have an ‘Emergency Plan’ at each site, which outlines complete with a fire tender that can reach heights of up to 90
identified possible emergencies/ crisis, response measures, roles, metres. DLF's devotion to safety shines out when one considers
responsibilities/authorities, training, coordination with response that no other business district in Gurugram or Delhi is as
agencies, resource mobilisation and drills. The plan also covers equipped for fire protection. We have taken a proactive approach
arrangements for review of emergency plans following drills, to fire accident management. We had changed the aluminium
emergencies and various other changes. composite panels on the exterior of all our LEED certified
buildings as part of our preparedness strategy and to reduce the
There have been no work-related injury cases reported for the
danger of fire. As a result, DLF is the first developer in the
employees and workers during the reporting year. A recordable
country to improve safety requirements through deliberate
work-related injury (Medical Treatment Case) occurred during
interventions in facade refurbishment.
routine inspection of the fire hose cabinet (FHC); the FHC came

60
Our Response to COVID
In the unprecedented times brought by the COVID-19 pandemic, Effective organisation wide policy allowing employees to take a
DLF Group has risen to the challenge by strengthening its efforts reimbursement of upto 10,000 towards COVID related medical
at multiple fronts. The primary objective of our response has expenses for self and family members. In addition, expenses of
been to ensure the safety and well-being of our employees and diagnostic testing were made reimbursable.
contractors, to deliver on our commitments to our clients in the
true spirit of partnership and to secure the financial and Key Initiatives for Contract Workers
operational resilience of the Company.
A total of ₹ 5.83 crore was released to various contractors as
At DLF, we accord the highest priority to health and safety of our advances to be paid to workers as monthly salaries.
employees, contractors and customers. Since the onset of
COVID-19 pandemic, we have intensified our measures to With the help of other non-profit organizations, food and
ensure their well-being. essential items were distributed to over 3,000 workers residing in
our labor campus.
Key Initiatives for Employees
Regular medical check-ups were administered in our labor
Mandatory work from home was enforced for all employees. camps across India.

We provided telephonic and video medical consultation facility Key Initiatives for Tenants
for all employees, through tie-ups with various hospitals.
Additionally, to ensure mental and emotional well-being, DLF Regular sanitization was carried out for all our leased facilities.
empaneled a professional counselling service provider ‘Your Dost’, Communication was strengthened with all our tenants to address
to avail free of cost counselling for employees. their concerns as well as inform them about the measures taken
across our assets. We initiated the sanitization of the common
DLF set up a COVID-19 isolation facility for all employees and areas and basements, atriums, lift lobbies and terraces. Regular
their family members with round the clock availability of medical sanitization checks were carried out for ensuring surface
staff. Furthermore, a task force was established comprising of disinfection of all common touch points to minimize the risk of
senior management, to help in arrangement of hospital beds for infection.
employees and their family members.
DLF’s entire rental portfolio has been certified against stringent
A special team was constituted to undertake daily tracking of protocols demanded by International WELL Building Institute and
all active COVID-19 cases amongst employees and their family the British Safety Council – for COVID-19 assurance as well as
members, who were contacted to provide any required support in general well-being and safety parameters.
addition to delivering food to their premises for 15 days.

61
COVID Relief Measures for the Community multiple diagnostic machines, hospital beds and oxygen cylinders
to district authorities in the cities of Delhi, Gurugram, Noida,
With the onslaught of Coronavirus pandemic, DLF Foundation Chennai, Bengaluru, Lucknow, Panchkula, and Indore.
has been at the forefront to augment the efforts of the
government through initiatives to provide relief measures across Furthermore, DLF Foundation undertook sanitization of the
the nation. With its national presence, the DLF Group was able to Gurugram city in partnership with PI Industries. Three Japanese
provide relief measures in 15 states and 22 cities. sanitization vehicles were brought in for sanitizing the city,
equipped with long mechanical moving arms that disinfected
In partnership with state governments, district administration large areas effectively. The drive was carried out with the help
and the police, DLF Foundation undertook distribution of more and support of the Municipal Corporation of Gurugram.
than 64 lakh meals to the underprivileged people in urban slums
and stranded migrants who lost their daily means of livelihood.

Over 34 lakh cooked meals were served to the needy in 240 64 lakh cooked meals to the poor
locations across Gurugram, Delhi and Noida to the poor and and needy in over 240 different
needy, with the help of other non-profit organizations. In locations across NCR in Gurugram,
Gurugram, 65,000 meals were served daily for over two months Delhi and Noida.
in 180 slums and night shelters and 35 municipal wards with the
support of district administration. Similarly, in Delhi and Noida,
15,000 meals were distributed every day with the help of the Over 5 lakh face masks, 4 lakh
police and local administration. examination gloves, sanitizers, full
body suits were distributed in
Volunteers at DLF coordinated the entire supply chain and multiple cities.
ensured timely distribution of healthy and nutritious meals.
Additionally, over 30 lakh dry family ration packs were distributed
to daily wagers and migrant workers by over 120 DLF volunteers.
Over 5 cr Donated to relief funds.
DLF Foundation also provided medical relief and safety
equipment to the district administration for further distribution
to those in need.

The Foundation provided over 5 lakh face masks, 4 lakh

examination gloves, sanitizer’s, PPE kits, COVID testing kits,

62

Vaccination Drive at The Chanakya, New Delhi

Respecting Human Rights
At DLF, the commitment to respect human rights of all performance-based compensation, which is in compliance with
stakeholders forms the cornerstone of our corporate policies. the applicable laws, regulations and market standards.
This commitment is reflected in how we conduct business, in our Furthermore, DLF strives to ensure that employees receive equal
own operations and in our engagement with value chain pay for equal work, irrespective of their gender or any other bias.
partners.
Prohibition of Child Labour and Forced Labour
We are directly or indirectly responsible for a huge workforce
across our value chain. The complexity of our operations carries We strictly prohibit child labour or forced labour, including
within them the implicit risk of human rights violations. bonded labour, slavery and human trafficking, in our offices, and
Therefore, we proactively take measures to ensure that there is project sites and require our suppliers and partners to prohibit
no infringement on human rights across our operations, supply the same in their operations.
chains, communities, and business relationships.
Health and Safety
Our commitment to human rights is translated into action
through guidelines set forth in our Human Rights Policy, as well We constantly strive to institutionalise health and safety
as Code of Business Conduct, Code of Conduct for Suppliers and processes, that provide a healthy working environment to
the CSR Policy. They lay down the operating principles for our employees and implement measures to prevent any workplace
business, as well as expectations from our suppliers and business injuries and ill health, with special focus on emergency response
partners, in accordance with applicable labour laws and and preventive health and safety measures. We ensure health
internationally accepted standards, including U.N. Guiding and safety of our tenants, customers and the local communities
Principles on Business and Human Rights and International Labor surrounding our project sites.
Organization’s Declaration on Fundamental Principles and Rights
at Work.
Respecting the rights of Local Communities
DLF strives to respect and uphold the human rights of the
The following guidelines are applicable to all our employees and
vulnerable, disadvantaged and local communities surrounding
anyone doing business for or with DLF and other material
our offices and project sites, especially indigenous communities,
third-party contractors.
women and children. We assess the impact of our operations on
Equal Opportunity and Non-Discrimination these communities to identify any existing human rights-related
risks and take corrective actions. Moreover, we are undertaking
It is our constant endeavour to create a safe and empowered various social programmes on health, education, social
workplace for our employees, that is inclusive, diverse and free infrastructure, skilling and employment for the betterment of the
of any form of discrimination and harassment based on gender, surrounding communities.
age, religion, race, ethnicity, nationality, political opinion, sexual
orientation or disability. All employment-related matters such as Data Privacy
hiring, compensation, promotions and professional development,
We ensure protection of data or information related to our
are based on merit, performance and capability.
customers and employees. We do not disclose information to
Anti-Harassment third parties without explicit consent of our stakeholders, unless
required by law to do so. All the collected data is protected
We are committed to provide a work environment free from all through regular security upgrades and adequate employee
forms of harassment, prohibiting both sexual and non-sexual training is provided to ensure safeguarding of sensitive
harassment, whether physical, psychological, verbal or written. information. We have an optimal security system for preventing
At DLF, we have zero tolerance for discrimination and leaks and incident management.
harassment. Any employee may file a complaint or report a
concern as per the process defined in our Whistle Blower Policy. Human Rights Risk Management
DLF has a policy on Prevention of Sexual Harassment (POSH), and
All employees at DLF undergo training on the Code of Conduct,
any such incidents can be reported to the POSH Committee as
Human Rights Policy and other DLF policies at the time of
per the process defined in the policy. Each reported allegation is
induction, as well as an annual refresher training, to ensure that
taken seriously and handled confidentially. If allegations are
employee behaviour is in line with the principles upheld by the
confirmed, disciplinary action is taken against the responsible
Company. Furthermore, our Supplier Code of Conduct defines
employees. which may include warning, dismissal, or legal action
similar guidelines for all suppliers and partners to uphold human
against the responsible employee(s).
rights. This serves as the first step toward our commitment to
Equal Remuneration prevent risks related to human rights.

We remunerate our employees with competitive

63
 Additionally, in order to identify and address potential risks in result from changes in our business environment, strategy, new
our operations and value chain, we proactively undertake a business relationships or operations. Based on the identified
human rights due diligence process, which is based on our risks, a risk library is prepared, which categorises them based on
group-wide risk management framework, supported by a robust source of risk (internal or external), nature of business and
governance structure. As per the framework, the business unit function.
heads are responsible for implementing the risk management
programme for their respective businesses, supported by the III. Prioritizing Risks
office of Company Secretary, through an annual risk assessment
as depicted in the figure below. Furthermore, they are supported Each identified risk is assessed to identify its relative priority, in
by the department heads who participate in the identification order to arrive at key risks for the business or ‘Risks That Matter’
and prioritisation of the risks and are responsible for overseeing (RTM). This is undertaken through a risk mapping exercise which
the development and implementation of mitigation plans for the includes evaluating the potential impact and likelihood of
prioritised risks. occurrence of the risk, and to rate each risk as high, medium or
low.
I. Establishing the context
IV. Performing Risk Competency Scan
This comprises of an annual review of the business objectives
along with the business environment, nature of our business A risk competency scan is performed to identify the extent to
activities, business relationships and the operating context. Our which the potential human rights risks are currently managed,
human rights priorities are also taken into account, which the through evaluation of the existing risk management strategies /
Company seeks to safeguard. techniques. This helps in identifying any gaps in the existing
system and determining areas of improvement for reducing the
II. Preparing a Human Rights Risk Library risk.

The above exercise helps in identifying the existing human rights V. Preparing Risk Mitigation Plans
related risks prevalent in our sector or area of operation, as well
as where potential risks can occur in our own operations and Based on findings of the risk competency scans, risk mitigation
value chain. This also helps in identification of risks that may plans are devised in consultation with the business heads.

Human Rights Risk Assessment Framework

INPUT PROCESS OUTPUT

Business Objectives, Human Establishing the Context

Rights Priorities

Identifying Potential Human Human Rights Risk Library

Human Rights Risk Universe Rights Risks

Prioritization Human Rights Human Rights Risks that

Risk Prioritization Framework Risks Matter (RTM)

Existing Risk Mitigation Plans Risk Competency Scans

Risk Mitigation Plan Project/Asset Level Plans

Progress against Key

Risk Monitoring & Reporting Performance Indicators

64
Mitigation plans can range from risk prevention, through Grievance Mechanism
awareness sessions and precautionary measures; risk reduction
through building capacity and safeguards or risk elimination We have institutionalised a mechanism to allow for reporting and
through modifications in the business process. Each mitigation remediation of all human rights violations through our
plan is assigned a risk owner along with responsibilities and ombudsman process and whistle blower policy. This allows all
milestones, which are then periodically monitored., our stakeholders including our employees, suppliers, customers,
business partners and communities to report any human
VI. Risk Monitoring & Reporting right-related concerns. All reported allegations are addressed,
and we strive to resolve any human right issue within 14 working
The risk mitigation plans are reviewed quarterly by the business days. All substantiated violations are dealt seriously with
and department heads, to assess how well the identified remediation actions depending upon the severity of violation and
potential risks are being managed and, if any additional risk has can also include termination of employees and business
emerged that can adversely affect the business operations. contracts.
Risk identification and prioritisation includes undertaking internal Over the last three years, 100% of our operations have been
group-wide audits, which are often facilitated by independent assessed for risks related to human rights. As the Company
third parties and include a detailed assessment of all our sites, manages a significant portfolio of real estate assets, health and
including all operations, to track performance on various human safety is identified as a potential risk for both rental and
rights-related subjects including adherence to applicable labour development business of DLF, which may impact tenants,
laws, ensuring prohibition of child labour, forced labour, occupants, employees and contractors. Robust mitigation plans
modern slavery and human trafficking, working conditions, have been devised separately for both businesses, which are
freedom of association, equal remuneration, consistently implemented across all assets. For instance, the
non-discrimination and health and safety. This assessment is rental business of DLF engaged with DuPont to establish and
undertaken for employees across all operations, third party implement a robust EHS framework for its rental assets, including
contracted labour (which includes migrant workers) and documented standard protocols for health and safety,
contractors. This is assessed for our employees and contract establishment of five safety committees for monitoring the
workers. adherence to protocols, development of appropriate
infrastructure and training programmes, safety management
These assessments enable us to identify ‘risk hot spots’ or areas
certifications for assets, in addition to periodic audits by external
where potential human rights issues can occur in our operations,
agencies.
as well as target group of stakeholders i.e., groups most
vulnerable to the identified risks. The development business of DLF has undertaken measures such
as preparation and implementation of standardised health and
Risk Identification in Value Chain safety manual for all sites, monthly reporting by contractors on
It is our endeavour to not only prohibit undesirable practices, but safety aspects, periodic safety audits at construction sites and
to not associate with any partner who is in dissonance with our deployment of safety engineers.
principles of ethical practices. DLF has measures throughout its
Furthermore, there were no actual violations of human rights in
procurement procedures, including in contracts, to ensure
FY 2020-21, including no complaints around child labour,
respect for human rights. Prior to selection, every contractor and
forced/involuntary labour, or discriminatory employment were
supplier undergoes a comprehensive screening where
reported.
compliance to labour laws and human rights such as child labour,
working conditions, remuneration, freedom of association,
health and safety practices etc. is assessed. The suppliers post
on-boarding, are assessed at regular intervals in line with our due
diligence process, to ensure timely identification and addressal of
any existing risks. The details of supplier risk assessment are
provided in the section on Responsible Supply Chain
Management.

65
Caring for our Communities
Our capacity to create value is influenced by the strength of our Our CSR policy outlines our mission and approach towards
relationships with local communities in and around our community engagement and defines our key focus areas that are
properties. Being a real estate company, we owe our success to carefully selected to contribute to all major facets of social
the land and people around us. Therefore, we are equally development. spearheaded by our philanthropic arm DLF
focused on supporting and nurturing the communities that Foundation.
surround our properties.
DLF Foundation is a charitable trust established in 2008 to drive
Community development remains at the heart of all our our community development activities and enables DLF to
activities. It has been our relentless pursuit to contribute to the strengthen its efforts towards delivering sustainable social
socio-economic development of our neighbouring communities impact. It works in close collaboration with the government, civil
to uplift the quality of lives through community development society and communities to solve some of the most critical
programs that cater to the most marginalized and underserved development challenges faced by communities around our
communities. operations. These programs are designed in partnership with the
communities through an effective needs assessment and span
Our corporate citizenship strategy therefore adopts a holistic across areas including education, healthcare, social Infrastructure
approach to promote inclusive growth, by addressing the most and environment sustainability. In FY 2020-21, DLF allocated INR
pertinent needs of the surrounding communities and contribute 47 crore for various CSR initiatives.
to their empowerment.

Over the last decade, DLF Foundation has been recognized nationally and internationally for its CSR contribution. It has been bestowed
with several prestigious awards including the CSR Leadership Award 2020 for the Best COVID Relief Work, Responsible
Business Award for Best Community Programme Leadership by World CSR Asian Confederation of Businesses, ASSOCHAM Gold Award
for Skill Development, Transformational Leadership Award for Sustainability by Global Compact Network, Gold Award for Best CSR -
Practices - 2018 by the Hon’ble Chief Minister, Haryana, CSR Initiative of the year Award by ET Now and CSR Initiative of the Year Award
by DNA.

Educaton Healthcare Promotion of Sports

Animal Care Environmental Sustainability Social Infrastructure

66
Education become employable and productive members of the society.

DLF has been striving as a catalyst to promote quality education DLF Foundation, through its professional partners, upgraded
for the most underserved communities around its operations. Its some of the partner schools for better impact. For the year
education program has evolved over the years to encompass gone by, DLF supported 1030 students under its
several projects aimed at delivering affordable school education, In-School Programme, of which 45% were girls. 87
establishing outstanding vocational training and skilling facilities students were supported to pursue higher education
and revitalizing government schools to nurture students from of which 29% were girls.
disadvantaged sections of the society and uplift their lives.
Undeterred by the challenges brought by COVID-19, we have
In the last few years, DLF has undertaken initiatives such as continued with our efforts to promote education by suitably
provision of scholarship for underprivileged children and youth to adapting our program. In the reporting year, DLF Cares
support school, college and university education and vocational Programme continued to provide individualized support to each
training. Financial support is complemented with guardianship student enrolled with us, through digital channels and online
for students and intensive mentoring through well-qualified interventions that were undertaken as per a well laid-out and
counsellors, to foster their all-round development. structured schedule monitored on an ongoing basis.

Government schools play a major role in delivering affordable Promotion of Sports

education to a large population of children in India. Therefore,
DLF has been partnering with government schools to elevate the DLF Golf Excellence Programme was launched in FY 2017-18 to
quality of education offered by them. Leveraging its expertise in support budding golfers to realize their full potential by training
construction and facility management, DLF is upgrading them in all aspects of the game and thus helping them bring
government schools & classroom facilities for enhanced learning. laurels to the country at national and international level.
This includes initiatives such as constructing toilets for students
During FY 2020-21, 12 junior boys and girls in the age group of
and teachers, making provisions for safe drinking water (RO
12-18 years were supported with their coaching, equipment,
system, water cooler), waterproofing school buildings, fencing
fitness, nutrition, and participation in tournaments. To conduct
school boundary walls, providing school furniture, among others.
regular assessments and guide on the way forward, reputed
DLF Cares internationally recognized coaches visited the DLF Golf Academy
and organized several coaching camps that focused on individual
DLF’s various education initiatives were transformed to become a golf lessons.
part of a comprehensive holistic program known as ‘DLF Cares’,
in order to deliver greater lasting impact. This is a flagship CSR
initiative of DLF, operating with the objective of educating,
empowering and transforming lives of students hailing from
underprivileged backgrounds, by not only providing financial
support to access quality education, but also nurturing them and
handholding them in their formative years as a guardian.

The programme is designed to individually cater to every student

in order to improve their academic performance to their level of
capability and potential. Students are supported in their
transition from schools to colleges and vocational programs,
along with provision of financial support through scholarships.
School students are supported with access to quality education
that is tailored to address their learning gaps, along with subject
stream selection, career counselling, personality development,
intensive counselling and mentorship. Furthermore, after school
students are counselled for admission to colleges, professional
and vocational courses, provided with access to scholarship
programmes, internship and job placement.

Therefore, the program is uniquely designed wherein counsellors

and career mentors work to enable the students’ overall
personality development and give access to career testing and
guidance to facilitate their transition from campus to the job
market. The program thus empowers children and youth to

67
HEALTHCARE people, ensuring immediate medical care for critically ill patients.

DLF has been undertaking various initiatives aimed at promoting Providing Primary Healthcare
access to timely and affordable medical assistance for
underserved communities residing in urban slums around DLF’s To address the healthcare challenges faced by underprivileged
operations and in neighboring rural regions. communities in urban slums and rural communities. DLF has
been delivering healthcare facilities through experienced teams
Healthcare projects undertaken during FY 2020-21 benefited the of doctors and paramedics at the DLF Primary Health Centers,
underserved communities in the Delhi, Faridabad, Noida and which provide free medical consultancy, specialized treatment,
Gurugram and around most of the DLF project sites. free diagnostics and medicines. The Delhi Primary Health Center
was able to impact 5,599 people through this intervention in FY
DLF Mobile Wellness Bus 2019-20. Besides this, DLF has also been operating Primary
Health Camps in various rural villages to enhance accessibility to
This project deploys a mobile diagnostic bus well equipped with quality and timely healthcare services such diagnosis, clinical
all testing facilities for early screening of Diabetes and Cancer consultation, specialized treatment and subsidized medicines.
(Cervical, Breast and Prostate). Serviced by an experienced team
of doctors, pathologist, nurses and lab technicians, it caters to Senior Citizen Care
provide free diagnostic services to the underserved communities
from a large slum and village population of Gurugram, including DLF Foundation established a Senior Citizen Recreation Centre in
labour camps where construction laborers reside. Gurugram in order to provide a platform for senior citizens to
interact socially, build a support network, boost their self-esteem
DLF Foundation’s Ambulance Project and lead an active life.

Under this project, a series of ambulances are deployed at Animal Care

strategic locations in Gurugram for the emergency evacuation of
underprivileged patients from urban slums and villages to nearby Under its healthcare programs, DLF has also been promoting
hospitals. In FY 2020-21, the program provided medical supplies health and well-being for animals, especially stray dogs and cats
and emergency medical evacuation support to a large number of through CGS Veterinary Hospital in Gurugram.

68
CGS Hospital provides a complete health care solution for dogs lockdown. Further, the hospital provided fresh food to over 300
and cats through 24x7 veterinary treatment facility for stray dogs and cats on daily basis. A dedicated free veterinary
companion animals, including concessional out-patient ambulance was also made operational to help ferry stray dogs
treatment and free or concessional surgeries for stray dogs and and cats, and volunteers who needed transportation to reach the
cats. In FY 2020-21, 25,000 animals were provided treatment. hospital for treatment. In addition, veterinarians from the
Highly discounted vaccination and sterilization projects for stray hospital actively participated in dispelling myths surrounding the
dogs and cats were performed during the year. Apart from pro spread of COVID-19 to dogs and cats via print and digital media.
bono treatment, general awareness of zoonotic diseases, pet
care and management information were imparted to pet parents ENVIRONMENTAL SUSTAINABILITY
and visiting high school children while following COVID-19
protocols. In the face of ever-increasing urbanization, it has been DLF’s
objective to preserve and restore the environment which gets
Equipped with a fully functional out-patient department for dogs impacted due to the rigorous development process. Moreover,
and cats separately, the hospital offers services in line with latest we recognize the significance of promoting a healthy and
advancements in veterinary medicine and diagnostics such as sustainable environment, in order to achieve overall community
computerized radiography, ultrasonography, endoscopy, development. The landscaping and greening of the area around
laparoscopy, minimal invasive orthopedic surgeries and all development projects is indicative of our endeavors in this
laboratory services. regard.

With 2020 being heavily impacted by COVID-19 pandemic, DLF Foundation initiated a project aimed at afforestation by
veterinarians and staff members at CGS Hospital worked round undertaking plantation in public areas to promote air quality at
the clock as ‘COVID warriors’ providing veterinary care and various sites in Hyderabad, Gurugram and Delhi. A series of
treatment to pets and stray dogs and cats. plantation drives were organized along public roads in Gurugram,
while in Hyderabad, DLF Foundation partnered with the Greater
The hospital also provided free tele-consultation to pet owners Hyderabad Municipal Corporation for developing and
who were unable to get timely veterinary care due to the maintaining green corridors in the city.

69

Plantation Drive at Hyderabad

DLF Foundation adopted two large public parks of approximately waste. The biodegradable waste from the park gets processed in
8 acres in Delhi from the South Delhi Municipal Corporation, to a new vermicompost pit, which is then utilized as manure for
be developed as model parks. The Foundation has transformed plantations. To promote water conservation, seven new
the park by carrying out large scale restoration of boundary rainwater harvesting pits were built in the park and, the new
walls, grills, entry/exit gates, open gym and children's play irrigation system is used for watering the park. The high mast
equipment. The park now features new way-finder signage, lights, streetlights, electrical lawnmowers and borewells are
seasonal plants, ground coverage, manicured hedges, aromatic powered with a newly installed electrical and wiring distribution
herbs and trees species along with landscaped greens. Further, network. The park is now being monitored with 15 new CCTV
to reduce plastic waste generation and make the park a ‘Plastic cameras to ensure greater safety and security of surrounding
Free Zone' DLF Foundation installed dustbins for dry and wet communities visiting the park.

70

Park at GK,New Delhi

 Foot over bridge in DLF Cybercity, Gurugram

SOCIAL INFRASTRUCTURE
The importance of developing social infrastructure has long been recognized by DLF as central to promoting economic growth in
underdeveloped areas. Lack of social infrastructure impedes the access to welfare services and further contributes to inequality.
Therefore, DLF has been working to bridge the such disparities through initiatives to enhance the social infrastructure in rural and
urban areas, which in turn is contributing to enhanced access and improved quality of lives for underserved communities.

Over the last few years, DLF has undertaken various initiatives such as construction of rural roads for enhancing connectivity with
mainstream road network, upgrading infrastructure for sewage disposal, water supply, and electrification, constructing and upgrading
school halls, playgrounds and other village facilities.

Savings Lives through Safer Roads

DLF Foundation has partnered with the Government under the CSR Project “Saving Lives through Safer Roads” to make foot over
bridges on roads with high traffic density, with an objective to ensure that pedestrians can cross the streets safely. Once these new
bridges get completed, the new urban infrastructure will aesthetically blend into the city's skyline.

Crematorium Project
In partnership with Haryana state government, DLF Foundation is constructing a crematorium on a 5.75 acres site (with no ownership
rights on the land) and will be handing it back to the government post development for operations and maintenance. It is visualized
that aside from preserving all the traditions and rituals, the crematorium will set benchmarks in terms of aesthetics, functionality,
structure and innovation. The project is envisioned to be a unique environment-friendly crematorium, incorporating both Electric and
CNG pyres and latest ventilation and pollution control technology.

71
 KPMG Assurance and Consulting Services Telephone: +91 124 336 9000
LLP
Fax: +91 124 336 9001
Building No. 10, 4th Floor, Tower-C
Internet: www.kpmg.com/in
DLF Cyber City, Phase - II
Gurugram - 122 002 (India)

Independent Limited Assurance Statement to DLF Limited on their Sustainability Report

for Financial Year 2020-21

To

The Management of DLF Limited,

Shopping Mall, 3rd Floor, Arjun Marg, Phase-I,

DLF City, Gurugram - 122 002,

Haryana.

Introduction

DLF Limited (‘the Company’ or ‘DLF’) has requested KPMG Assurance and consulting Services LLP
(‘KPMG’, or We) to provide an independent assurance on its Sustainability Report 2020-21 (‘the Report’).

The Company’s management is responsible for identifying its material topics, engaging with its stakeholders
and developing the content of the Report.

KPMG’s responsibility is to provide limited assurance on the Report content as described in the scope of
assurance.

Reporting Criteria

DLF applies its sustainability performance reporting criteria, derived from the ‘In-accordance Core’ option
as per Sustainability Reporting Standards of Global Reporting Initiative (GRI) as detailed in the ‘Report
scope and boundary’.

Assurance standards used

We conducted the assurance in accordance with

• Limited Assurance requirements of International Federation of Accountants’ (IFAC) International

Standard on Assurance Engagement [(ISAE) 3000, (Revised) Assurance Engagements Other than
Audits or Reviews of Historical Financial Information]. Under this standard, we have reviewed the
selected information presented in the Report against the principles of relevance, completeness,
reliability, neutrality, and understandability.

Boundary Scope, and Limitations

The following is covered under the scope and boundary of the assurance engagement:

• The scope of assurance covers the disclosures made in DLF’s Sustainability Report for the period
of 01 April 2020 to 31 March 2021, as per the table below.
• The boundary of the report includes the data and information from DLF sites as mentioned in the
Sustainability Report section – Reporting Boundary FY 2020-21.
• Data review and validation for the following site was performed through physical site visits:
o DLF Midtown
• Data review and validation for the following sites was performed virtually using screen sharing tools:
o DLF Emporio
o DLF Golf and Country Club
o DLF Building 14 Gurugram

Registered Office: Lodha

KPMG Assurance and Consulting Services LLP, an Indian limited KPMG (Registered) (a partnership firm with Registration No. BA-
Excelus, 1st Floor Apollo Mills
liability partnership and a member firm of the KPMG network of 62445) converted into KPMG Assurance and Consulting Services
Compound,N. M. Joshi Marg,
independent member firms affiliated with KPMG International
Cooperative ("KPMG International"), a Swiss entity
LLP (a Limited Liability Partnership with LLP Registration No. AAT-
0367), with effect from July 23, 2020 Mahalaxmi, Mumbai - 400 011 72
 o DLF Cyber City Chennai
o DLF Gateway Tower Gurugram (HR - Head office)

The disclosures subject to assurance as per GRI Standards were as follows:

Standard Disclosures Topic-Specific Standard Disclosures

• Organizational Profile: GRI 102-8 and • Environment: Energy (302-1), Water and effluents
GRI 102-13 (303-3 to 303-5), Emissions (305-1,305-2),
• Strategy and Analysis: GRI 102-14 Environmental Compliance (307-1)
• Ethics and Integrity: GRI 102-16
• Social: Employment (401-1, 401-2, 401-3),
• Governance: GRI 102-18 Occupational Health and Safety (403-9, 403-10),
• Stakeholder Engagement: GRI 102-40 to Training and Education (404 -1, 404-2),
GRI 102-44 Diversity and Equal Opportunity (405-1 to 405-2)
• Reporting Practice: GRI 102-45 to GRI
102-56
• Management Approach: 103-1 to 103-3

Assurance procedures

We have obtained sample evidence, information and explanations that were considered necessary in
relation to the assurance scope and have arrived at conclusions mentioned below. Our work included a
range of evidence-gathering procedures including:

• Assessing that the report is prepared in accordance with the GRI Standards: Core option.
• Understanding the appropriateness of various assumptions used for estimation of data by DLF.
• Verifying systems and procedures used for quantification, collation and analysis of sustainability
performance indicators included in the Report.
• Assessing the systems used for data collection and reporting of the Universal Standard
Disclosures and Topic-Specific Standard Disclosures of material aspects as listed in the
assurance scope above.
• Reviewing the Report to ensure that there is no misrepresentation of disclosures as per scope of
assurance and our findings.
• Reviewing the materiality and stakeholder engagement framework deployed at DLF.
• Testing on a sample basis, the evidence supporting the data and information.
• Holding discussion with senior executives at the sites and at the corporate office to understand
the risks and opportunities from a sustainability perspective including the strategy that DLF has
adopted to address the same.
• Assessing data reliability and accuracy.

Appropriate documentary evidence was obtained to support our conclusions on the information and data
verified. Where such documentary evidence could not be collected on account of confidential information
our team verified the same at DLF’s premises.

Conclusions

We have reviewed the Sustainability Report of DLF. Based on our review and procedures performed as
described above, nothing has come to our attention that causes us not to believe that the sustainability data
and information presented in the Report is appropriately stated, in material aspects, and in accordance with
GRI Standards.

We have provided our observation to the company in a separate management letter. These, do not,
however, affect our conclusions regarding the Report.

Independence

The assurance was conducted by a multidisciplinary team including professionals with suitable skills and
experience in auditing environmental, social and economic information in line with the requirements of the
ISAE 3000 (revised) standard. Our work was performed in conformance to the requirements of the IFAC

Registered Office: Lodha

KPMG Assurance and Consulting Services LLP, an Indian limited KPMG (Registered) (a partnership firm with Registration No. BA-
Excelus, 1st Floor Apollo Mills
73
liability partnership and a member firm of the KPMG network of 62445) converted into KPMG Assurance and Consulting Services
independent member firms affiliated with KPMG International LLP (a Limited Liability Partnership with LLP Registration No. AAT- Compound,N. M. Joshi Marg,
Cooperative ("KPMG International"), a Swiss entity 0367), with effect from July 23, 2020 Mahalaxmi, Mumbai - 400 011
Code of Ethics for Professional Accountants, which requires, among other requirements, that the members
of the assurance team (practitioners) as well as the assurance firm (assurance provider) be independent of
the assurance client, in relation to the scope of this assurance engagement, including not being involved in
writing the Report. The Code also includes detailed requirements for practitioners regarding integrity,
objectivity, professional competence and due care, confidentiality and professional behavior. KPMG has
systems and processes in place to monitor compliance with the Code and to prevent conflicts regarding
independence. The firm applies International Standard on Quality Control (ISQC) 1 and the practitioner
complies with the applicable independence and other ethical requirements of the International Ethics
Standards Board for Accountants (IESBA) code

Responsibilities

DLF is responsible for developing the Report contents. DLF is also responsible for identification of material
sustainability issues, establishing and maintaining appropriate performance management and internal
control systems and derivation of performance data reported. This statement is made solely to the
Management of DLF in accordance with the terms of our engagement and as per scope of assurance. Our
work has been undertaken so that we might state to DLF those matters for which we have been engaged
to state in this statement and for no other purpose. To the fullest extent permitted by law, we do not accept
or assume responsibility to anyone other than DLF for our work, for this Report, or for the conclusions
expressed in this independent assurance statement. The assurance engagement is based on the
assumption that the data and information provided to us is complete and true. We expressly disclaim any
liability or co-responsibility for any decision a person or entity would make based on this assurance
statement. By reading this assurance statement, stakeholders acknowledge and agree to the limitations
and disclaimers mentioned above.

Manpreet Singh
Partner
KPMG Assurance and Consulting Services LLP
Dated: 20 July 2021

Registered Office: Lodha

KPMG Assurance and Consulting Services LLP, an Indian limited KPMG (Registered) (a partnership firm with Registration No. BA-
Excelus, 1st Floor Apollo Mills
74
liability partnership and a member firm of the KPMG network of 62445) converted into KPMG Assurance and Consulting Services
independent member firms affiliated with KPMG International LLP (a Limited Liability Partnership with LLP Registration No. AAT- Compound,N. M. Joshi Marg,
Cooperative ("KPMG International"), a Swiss entity 0367), with effect from July 23, 2020 Mahalaxmi, Mumbai - 400 011
GRI Index
GRI Standard GRI Indicator Reference Section Page Number

Organisational Profile

102-1 Name of the organization Title page Title page

102-2 Activities, brands, products, and services About DLF 5

102-3 Location of headquarters About DLF 5

102-4 Location of operations About DLF 5

102-5 Ownership and legal form - Public Limited

Company

102-6 Markets served Reporting 1

Boundary

102-7 Scale of the organization Employee Engagement 54

& Development

Employee Engagement
& Development,
102-8 Information on employees and other workers 54, 56
Diversity and Equal
Opportunity

102-9 Supply chain Sustainable 36

Supply Chain

102-10 Significant changes to the organization and its About DLF 5

supply chain

102-11 Precautionary Principle or approach NA

Our Contribution to
102-12 External initiatives Sustainable 14
Development Goals

102-13 Membership of associations Stakeholder 16

Engagement

Strategy

102-14 Statement from senior decision-maker Message from 3

Chairman

Ethics & Integrity

102-16 Values, principles, standards, and norms of About DLF 5

behaviour

Governance

102-18 Governance structure Corporate 23

Governance

75
GRI Standard GRI Indicator Reference Section Page Number

Stakeholder Engagement

102-41 List of stakeholder groups Stakeholder 16

Engagement

102-42 Collective bargaining agreements NA

102-43 Identifying and selecting stakeholders Stakeholder 16

Engagement

102-44 Approach to stakeholder engagement Stakeholder 16

Engagement

102-5 Key topics and concerns raised Stakeholder 16

Engagement

Reporting Practice

102-45 Entities included in the consolidated financial Anual Report

statements

102-46 Defining report content and topic Boundaries About the 1

Report

102-47 List of material topics Materiality 18

Assessment

102-48 Restatements of information NA

102-49 Changes in reporting NA

102-50 Reporting period About the 1

report

102-51 Date of most recent report About the 1

report

102-52 Reporting cycle About the 1

report

102-53 Contact point for questions regarding the About the 1

report report

102-54 Claims of reporting in accordance with the GRI About the 1

standards report

102-55 GRI content index GRI index 75

102-56 External assurance Assurance 72

statement

76
GRI Standard GRI Indicator Reference Section Page Number

Management Approach

103 Management Approach Our Approach to 21

Sustainable Business

Economic Performance

201-1 Direct economic value generated and Economic Performance 22

distributed

Procurement Practices

204-1 Proportion of spending on local suppliers Sustainable Supply 36

Chain

103 Management Approach Our Approach to 53

Environmental
Stewardship

Materials

301-1 Materials used by weight or volume Sustainable 34

Construction

Energy

302-1 Energy consumption within the organization Energy and Emissions 43

Water

303-3 Water withdrawal Water and Wastewater 47

Management

303-4 Water discharge Water and Wastewater 47

Management

303-5 Energy consumption within the organization Water and Wastewater 47

Management

Biodiversity

304-1 Operational sites owned, leased, managed in, Biodiversity 51

or adjacent to, protected areas and areas of
high biodiversity value outside protected areas

Emissions

305-1 Direct (Scope 1) GHG emissions Energy and Emissions 43

305-2 Energy indirect (Scope 2) GHG emissions Energy and Emissions 43

Effluents and Waste

306-2 Waste by type and disposal method Waste management 49

76
GRI Standard GRI Indicator Reference Section Page Number

Environmental compliance

307-1 Non-compliance with environmental laws and Our Approach to 53

regulations Environmental
Stewardship

103 Management Approach Our Approach to Social 53

Stewardship

Employment

401-1 New employee hires and employee turnover Employee engagement 54

and development

401-2 Benefits provided to full-time employees that Our Approach to Social 53

are not provided to temporary or part-time Stewardship
employees

401-3 Parental leave Our Approach to Social 53

Stewardship

Employment

401-1 New employee hires and employee turnover Employee engagement 54

and development

401-2 Benefits provided to full-time employees that Our Approach to Social 53

are not provided to temporary or part-time Stewardship
employees

401-3 Parental leave Our Approach to Social 53

Stewardship

Occupational Health and Safety

403-1 Occupational health and safety management Health, Safety and 58

system Security

403-2 Hazard identification, risk assessment, and Health, Safety and 58

incident investigation Security

403-3 Occupational health services Health, Safety and 58

Security

403-4 Worker participation, consultation, and Health, Safety and 58

communication on occupational health and Security
safety

403-5 Worker training on occupational health and Health, Safety and 58

safety Security

403-6 Promotion of worker health Health, Safety and 58

Security

403-9 Work-related injuries Health, Safety and 58

Security

403-10 Work-related ill health Health, Safety and 58

Security

Training and Education

404-1 Average hours of training per year per Employee engagement 54

employee and development

76
GRI Standard GRI Indicator Reference Section Page Number

Training and Education

404-2 Programmes for upgrading employee skills and Employee engagement 54

transition assistance programmes and development

404-3 Percentage of employees receiving regular Employee engagement 54

performance and career development reviews and development

Diversity and Equal Opportunity

405-1 Diversity of governance bodies and employees Diversity and Equal 56

Opportunity

405-2 Ratio of basic salary and remuneration of Diversity and Equal 56

women to men Opportunity

Non- discrimination

406-1 Operations and suppliers at significant risk for Respecting Human 63

discrimination Rights

Child Labour

408-1 Operations and suppliers at significant risk for Respecting Human 63

incidents of child labour Rights

Forced or Compulsory Labour

409-1 Operations and suppliers at significant risk for Respecting Human 63

incidents of forced or compulsory labour Rights

Local Communities

413-1 Operations with local community engagement, Caring for Our 66, 61
impact assessments, and development Communities, Our
programmes Response to COVID-19

76
Mall of India, NOIDA