The Social dimension of ESG includes how we manage our relationship with the workforce and the society in which we operate. Making a difference in others’ life creates the biggest difference in ours. So, it has been a constant endeavour at Arvind to create a positive difference in every life we touch thus making ‘People’ one of our key material inputs.
At Arvind Ltd, we are committed to fostering a workplace where diversity and inclusion thrive, creating a vibrant and innovative environment that reflects the rich tapestry of the world around us. In FY 2024-25, we're proud to have achieved a 37% diversity ratio across our workforce. However, in white-collared roles, we're at 10%, and we're determined to raise this to 30% by 2030, a milestone we affectionately refer to as "30 by 30."
The actions we are taking to reach this target are spread over various front, please refer the Diversity and Inclusion Agenda for further details
Our performance on the diversity front is shown below
|
Diversity Indicator |
Percentage (0 - 100 %) |
|---|---|
|
Share of women in total workforce (as % of total workforce) |
37 |
|
Share of women in all management positions, including junior, middle and top management (as % of total management positions) |
9 |
|
Share of women in junior management positions, i.e. first level of management (as % of total junior management positions) |
9 |
|
Share of women in top management positions, i.e. maximum two levels away from the CEO or comparable positions (as % of total top management positions) |
8 |
|
Share of women in management positions in revenue-generating functions (e.g. sales) as % of all such managers (i.e. excluding support functions such as HR, IT, Legal, etc.) |
5 |
|
Share of women in STEM-related positions (as % of total STEM positions) |
8 |
Our company has operations in India, and the Indian society is very diverse, with many different ethnic and racial groups. It can be difficult to define and track these groups. Thus, we are not able to track this information and report our performance on nationality, which is shown below:
|
Nationality |
Share in total workforce |
Share in all management positions including junior, middle and senior management |
|---|---|---|
|
India |
99.999% |
99.998% |
|
United States of America |
0.06% |
0.15% |
|
Sri Lanka |
0.08% |
0.20% |
|
Ethiopia |
0.04% |
0.10% |
|
Bangladesh |
0.02% |
0.05% |
|
Philippines |
0.02% |
0.05% |
|
Japanese |
0.02% |
0.05% |
Gender pay indicators are an important tool for understanding and addressing gender pay inequality. Our performance on this front is shown below:
|
Employee Level |
Average Women Salary |
Average Men Salary |
|---|---|---|
|
Executive level (base salary only) |
55,70,633 |
64,16,676 |
|
Executive level (base salary only + other cash incentives) |
68,78,577 |
78,85,841 |
|
Management level (base salary only) |
13,28,121 |
12,95,677 |
|
Management level (base salary + other cash incentives) |
14,73,740 |
14,42,926 |
|
Non-management level (base salary only) |
4,58,562 |
5,01,647 |
In 2023-24, our gender pay data was verified by a third party. Read the assurance statement with Intertek's independent opinion.
Nurturing employee capabilities and harnessing their untapped potential is crucial for organisational growth. At Arvind, we value people and their unique talent. We strongly believe that it is important to hone skills and acquire new ones from time to time to keep stay on top of the game. To aid this journey, we have launched GURUKUL – a learning and development platform for our employees.
In the last financial year 23 was the average hours per FTE of training and development and an average amount of INR 196 was spent per FTE on training and development.
For more information on our Learning and Development initiatives, refer our Integrated Annual Report.
One of the most significant intangible assets for businesses is its workforce. For an organisation to succeed, it is essential to be able to recruit bright and qualified personnel as well as to keep and develop internal talent. A total of 1579 new hires were done in 2024-25, the breakup of our employment information is below:
|
New Hires |
||||||
|---|---|---|---|---|---|---|
|
Year |
Nationality |
Gender |
Management Level |
Percentage of total new hires |
||
|
Age Group |
||||||
|
18 to 25 |
26 to 45 |
46 and above |
||||
|
FY 24-25 |
Indian |
Male |
Executive |
0% |
1% |
2% |
|
Management |
1% |
16% |
6% |
|||
|
Non-Management |
11% |
40% |
8% |
|||
|
Female |
Executive |
0% |
0% |
0% |
||
|
Management |
1% |
2% |
0% |
|||
|
Non-Management |
5% |
6% |
0% |
|||
Out of these new hiring, other nationalities covered 0.3% and they were hired in Management Level. Our average hiring cost / FTE for FY 24-25 was INR 186.5.
We are committed to creating a workplace where all employees feel valued and supported. We understand that employee turnover is a costly and disruptive problem, and we are committed to reducing it. We are taking a number of steps like creating a positive work environment, providing opportunities for growth and development, etc. Our performance on Employee Turnover for 2024-25 is shown below:
|
Nationality |
Gender |
Management Level |
Total Employee Turnover |
Voluntary Employee Turnover |
||||
|---|---|---|---|---|---|---|---|---|
|
Age Group |
Age Group |
|||||||
|
18 to 25 |
26 to 45 |
46 and above |
18 to 25 |
26 to 45 |
46 and above |
|||
|
Indian |
Male |
Executive |
0% |
15% |
20% |
0% |
15% |
20% |
|
Management |
6% |
14% |
13% |
6% |
14% |
13% |
||
|
Non-Management |
27% |
23% |
18% |
27% |
23% |
18% |
||
|
Female |
Executive |
0% |
20% |
11% |
0% |
20% |
11% |
|
|
Management |
31% |
21% |
8% |
31% |
21% |
8% |
||
|
Non-Management |
28% |
36% |
27% |
28% |
36% |
27% |
||
Safety has been our focus area and various measures were put in place to tackle unsafe conditions, behaviour, and practices for workers and employees. Our commitment to OHS compliance and continuous improvement is essential to our ESG policy.
Our OHS programs encompass regular safety training, risk assessments, incident reporting mechanisms, and strict adherence to industry safety standards and regulations, independent external verification. We believe that a safe workplace is a productive workplace, and it's our collective responsibility to ensure that everyone returns home safely at the end of each workday. Our OHS systems are verified through international standards and also audited by specialised third-party verification companies.
Download Our Verified SLCP certificate.
Our performance on the OHS indicators of Fatalities and LTIFR is shown below:
|
Metric |
2020-21 |
2021-22 |
2022-23 |
2023-24 |
2024-25 |
|
Fatalities |
0 |
0 |
0 |
1 |
0 |
|
LTIFR |
15.74 |
14.21 |
2.24 |
0 |
0.43 |
We undertook an assurance of the OHS indicators. Read the assurance statement.
At Arvind, we recently implemented the Amber Program in FY 23-24 as part of our employee wellbeing feedback mechanism. This framework asked employees to rate their experiences based on various aspects: Job satisfaction, Purpose, Happiness, and Stress. These aspects are influenced by key components such as Organization Culture, Work, Team, Manager, Career and Learning, and Senior Leadership.
Employee's feedback was taking on these key components. The feedback reveals that employees feel satisfied with their jobs and find a strong sense of purpose in their work, largely due to supportive leadership and a collaborative team environment.
|
Metrics |
FY 2023-24 |
FY 2024-25 |
|---|---|---|
|
Engagement Score |
83 |
82 |
|
% of employees responded to survey |
55.5% |