CAIRN INDIA LIMITED
CORPORATE SUSTAINABILITY REPORT 2015-16
THE PERFORMANCE STORY
Cairn has always taken pride in being aware of its responsibilities towards society, the environment, and its workforce. This awareness translated into systems that incorporate aspects of sustainability into our daily functioning. When we decided to formally adopt the principles of sustainability management, our intention was to further streamline these measures and align ourselves with global best practices.
Having taken over the responsibility of the Chairperson of the Sustainability Steering Committee in early 2015, I would like to share with you my thoughts on where we are today as an organization.
Improved Governance on Environmental Aspects:
A formal governance body on sustainability, the Sustainability Steering Committee (SSC), has helped influence key aspects of our environmental footprint. A special task force setup by the SSC drove the reduction of local water consumption by nearly 97% for our Petroleum Engineering and related operations. This was made possible by the active collaboration of several functional departments – Petroleum Engineering, Drilling, CSR, and Environment – and monitoring by the Sustainability Steering Committee. The same is true for our achievements in improved waste handling. These are all areas that had seen some level of managerial vacuum in the past. Consistent follow-up by the SSC with all business units on managing sustainability aspects has allowed us to bridge those gaps.
Improved Inputs for Decision-Making:
The reporting process has required us to amalgamate information that we were not tracking holistically in the past. Aspects such as organization-wide energy consumption, GHG emissions, the source and quantities of water consumption have given us an improved picture of our environmental impact. On the social side, the total number of grievances we receive as an organization, the number of ethics violations we have had, the ratio of male: female pay are among the many numbers we track. This is the first time management has had an insight into such aggregated data. On some, like GHG emissions, we have begun to act. On others analysis and action is still pending. Still, without the sustainability reporting process we would not have visibility into these important aspects of the organization and I believe we would be poorer for it.
However, there are areas that we need to improve upon.
We need to be better at analyzing the organization-wide consolidated data that is being generated. This analysis needs to be periodic, timely, and linked to financial impact. Long-term projections and baselines still need to be created. We need to have a better understanding of how our relationship with environmental and social factors will change over a long-term business cycle. Finally, we need to better socialize our thoughts on sustainability among our supply chain.
Clearly, this journey has yielded results. We will continue to tweak our approach so that our people, processes, and performance become sustainable as a whole.
On behalf of the Sustainability Steering Committee
Director – SBU 3: RJ Gas Development;
Chairman – Sustainability Steering Committee;