Capital-wise performance


The Ambuja Cement team of 10,463 employees (including third-party contractual employees) is our most valuable asset, which propels the Company forward through their competencies, skills, and knowledge. We provide our people a supportive and safe working environment while promoting inclusivity and diversity at the workplace.

We need to keep some silos intact, with teamwork

Cleaning a 21,800 MT capacity silo in two weeks could seem like a Herculean task for most; however, not to our team from Bhatapara. Cleaning silos is integral to the efficient management of a plant’s inventory and supply chain and imperative to be accomplished despite any external challenges or roadblocks.

First, 18 contract workers were hand-picked for this job. Each health and safety protocol was extended to them as they entered the silo. Every move was manned by an expert emergency team trained to manage any crisis. A drone monitored movement and adequate levels of air supply maintained through a designated unit. Advanced equipment such as pneumatic whipping and cardox blasting were deployed under expert surveillance.

Precise planning, inspirational teamwork, deployment of advanced technology and swift decision by the senior leadership ensured a single-minded focus to complete the entire exercise in a record-breaking 11 days.

This success story had a ripple effect – it inspired other teams from Dadri and Ambujanagar plants to emulate the process. Our Bhatapara team led the way in demonstrating how the embodiment of the spirit could dwarf any challenges, thanks to a shared commitment by an amazing team.




  • Health and safety
  • Labour issues
  • Employee training
  • Attrition and retention rate
  • Gender equity
  • Code of Conduct


  • Talent acquisition and retention
  • Health and safety


Value creation at a glance


Developments and key initiatives



Implement and monitor stringent health and safety measures across operations to ensure safety of people

99 %

employees vaccinated

101 . 8 Million

safe on-site man hours In CY2021


Leveraging the digital ecosystem for employee learning and development, and leadership pipeline


hours on average of training imparted per employee


Focus on e-learning


e-learning courses


Our Human Resources function is closely aligned with the overall business strategy and plays an important role in its execution. We recognise the importance of welltrained and motivated employees in achieving our goals.

We are aiming to become more inclusive and therefore the promotion of gender diversity has been one of the key features of our talent strategy. From setting a specific target to improve women’s participation in the workforce for the next three years to implementing programs and policies that improve worker diversity, we have clear objectives to improve worker engagement and build trust.

We have a ‘Zero Tolerance’ policy towards any kind of discrimination and harassment at the workplace based on the applicable laws and our internal directives.

Total employees (Nos.)
  • Under the ‘People for Tomorrow’ initiative under the Cement Industrial Framework, we are developing a talent pool across units. This ensures we do not have any talent gap across functions while giving employees the opportunity to acquire skills and progress their careers
  • For our Marwar greenfield project, we successfully utilised our inhouse talent. Employees across units were transferred to this site in various roles, enabling knowledge exchange and a deepening sense of camaraderie. We are also readying a talent pool that we will tap into for various upcoming projects
  • A need was felt for a more targeted program to enable employees to acquire new skills so that they could assume new roles and make use of the opportunities opening up within the organisation. Hence the concept of ‘Saksham’ was envisioned. The core intent of the program is to make people ‘samarthvan’ or able by providing them equal opportunities for their holistic development. Saksham has been rolled out at multiple units with the enthusiastic participation of employees

Given the persisting uncertainties on account of the pandemic, we focused on promoting employee engagement in activities that their families could also participate in. Under the banner of ‘Umang’, a host of activities were organised, such as ‘I Can Talent Hunt’, that led to the discovery of capable dancers, singers and other talents among participating adults and children. There was also the ‘I Can Dream Project’, which, along with motivational and informative sessions like the ones of financial planning, boosted the morale of the workforce. Other such activities are planned for the future.


We have had a healthy flow of talent as a result of lateral movements and campus hires. During the year, we hired 342 new employees, 9% are women.


Healthy industrial relations have been our hallmark. We signed wage settlements across five units over the past one year. There was no loss of man-days or stoppage of work during the negotiations. While working within the framework of the Cement Manufacturers’ Association Wage Board agreement, we have been able to maintain adequate performance-based differentiation for our units. Disciplinary actions have also been conducted seamlessly as per laid down policies and procedures of the organisation.


In purview of the health crisis, we have launched a plethora of policies, support plans and mechanisms to ensure employee well-being and security. The Business Resilience Team launched its four-pronged action plan that included Crisis Management as well as Awareness & Communication. Our COVID-specific policies included leave, medical expenses for employees and family. Sparsh provided counselling and mental health support while outsourced agencies such as Health Spring, provided medical kits, vaccination support and tele counselling. Unfortunately, we also lost colleagues during the pandemic. An internal survey registered 90% employee satisfaction on the support provided by the Company during the pandemic.

As per Company policy, women employees are entitled to maternity leave for a continuous period of 26 weeks, or opt for two 13-week segments to cover the pre-natal and post-natal period as per convenience. During 2021, three women employees availed of maternity leave; two of them remained employed for the rest of the year after resuming work, and one is still on leave.

We are an equal opportunity employer providing equal remuneration for women and men. We aim to reach gender diversity of 10% in management workforce by 2025. The ratio of the average basic and total salary of women to men is 1.17:1 and 1.14:1, respectively management level roles and 1:1 for the entry level average total salary, considering all locations of our operations.

We have recognised trade unions affiliated to INTUC/AITUC/BMS, representing blue collar employees at different locations. Ambuja Cement respects freedom of association and allows its employees to join an independent trade union. Out of our total permanent workforce ~30% employees are covered by collective bargaining agreement.


At Ambuja Cement, Learning & Development is an integral part of our people strategy. Since the pandemic, the ACC ACL Leadership Academy (AALA) has leveraged the digital ecosystem to expedite the learning process through virtual instructor-led master classes. Short, customised web sessions have also been used for targeted groups which were coached on functional and leadership aspects. We also have dedicated learning programs for successor development, promoting the safety culture and for performance management among others. Numerous on-the-job training programs at the unit-level were designed and implemented with the help of internal faculty, subject matter experts and functional leaders.


During the year, we launched Aspire, our successor development program for grooming talent for Plant Head positions through a blend of technical, business and leadership modules. The program includes both on-the-job functional tasks, assignments and mentoring by senior leaders in manufacturing. The training journey culminates in a cross-functional capstone project set by the Chief of Manufacturing. Each participant gets the opportunity to present his/her project to the Managing Director.

In addition to the Aspire program, the year saw us conduct a large sales training initiative with all Branch Heads on new dealer appointment. The training consisted of three modules and covered 261 Sales Managers. It was run through a ‘Train the Trainer’ mode, whereby nine Regional Sales Heads were trained to lead the modules.

A special program was designed in partnership with the Global Sales Excellence team to develop Regional Sales Office (RSO) Heads as Sales Coaches. The program not only imparted coaching skills through peer coaching sessions, but also the opportunity to practice these skills during the intervening sessions. The training covered 62 Regional Sales Heads and consisted of four modules.

AALA also created content for 128 micro learning modules on its Learning Experience platform and 64 e-learning courses in the areas of Sales & Marketing, H&S, Compliance and Success factors among others.

Diversity and Inclusion has been a long-term goal for the Company, and acts as a sustainability lever for business. AALA organised sensitisation programs for 65 senior leaders in Manufacturing and Sales, promoting conversations that reflected on bias at work, on building inclusive practices and action plans to promote gender diversity in the organisation.


Our L&D sessions utilised the online meeting platform, along with the in-house learning experience platform, Super Assisted Intelligent Learning (SAIL). SAIL is an application which works not only as a repository for programmes conducted, but also for content creation, curation and e-learning.

A total of 676 training programmes were conducted during 2021 including physical and virtual sessions on modules relevant for management and personal development

Throughout the pandemic, AALA has worked very closely with the Business Resilience Team and curated programs to establish meaningful connect with employees. It organised 12 webinars on COVID-19 and its management, mental well-being and resilience, covering a total of 4,511 employees, of which 1,882 were from Ambuja.

Employee retention (%)

3 %

Share of women

10 %

Targeted share of women
employees by 2025


We run some specific programmes to achieve consistent operations and standard maintenance within the plant along with operators, engineers and technicians for sustainable high performance.

Programme objective
  • Consistently achieve operational and maintenance targets by having reliable operators, engineers and managers who perform well and in a safe manner
  • Achieve sustainable high performance in our plants
  • Standardised maintenance within Holcim Group standards on operation and safety

In the midst of an ongoing pandemic, our commitment towards safeguarding the health of our people and ensuring safety at the workplace has been further stepped up. The Business Resilience Team has worked proactively to safeguard our people, putting in place a set of dynamic guidelines that evolved with the situation. As a result, more than 99% vaccination (both doses) has been achieved for our employees, dependants and workers. In a challenging environment, we continued to keep sustainability at the heart of our operations, and ensured this through necessary emphasis on better H&S performance.

The year saw substantial improvement of this performance, demonstrated by the fact that we had zero onsite and offsite fatalities in all our operating units. Till date, we have achieved 101.8 million safe manhours in our operating plants without any major accident. During the year, we also reduced our Lost Time Injury Frequency rate (LTIFR) by 24% and Total Injury Frequency Rate (TIFR) by 21% vis-à-vis 2020.

While we worked towards making our sites safer, we also took significant steps in to reduce manual handling across the country through the installation of automatic conveyor systems at seven of our largest warehouses.

Focus on frontline safety

Our strategy in 2021 was to sustain performance with a focus on frontline safety. The journey was planned under six pillars i.e. Onsite Safety, Zero Harm Culture, Systems & Processes, Control of Health Risks, Road Fatality Reduction and Environmental Excellence. The actual output was assured through a strong governance and assurance system that reviewed deliverables on a monthly basis.

  • Further improve leading indicators- Hazards/ near misses/Visible Personal Commitments (VPCs)
  • Focus on frontline implementation - Key lessons
  • Strengthen job risk -Tool Box Talk and Permit to Work
  • Ensure silo cleaning capability and process compliance
  • Step up on electrical safety and work at height compliances
  • Step change – safety culture at mines and wagon loading
  • Better onsite vehicles and traffic safety (all plants)
  • Zero tolerance for non compliance – consequence management
  • Visible frontline safety leadership
    • Boots on Ground (BOG)
  • Review We Care, simplify and revitalise
  • Strengthen behaviour-based safety
  • Critical Control Management for 8 Priority unwanted event (PUEs) across ACL
  • Improve and sustain housekeeping standards across all plants
  • H&S competency – frontline (supervisors, workmen)
  • Shop Floor H&S compliance – Don’t walk past, H&S Rules, Use of tools
  • Digital transformation:
    • Training Management System
    • Long working integration with H&S app
    • Hazard reporting in iCare 2.0
  • Unit Scorecard roll out for better assurance
  • Robust implementation of occupation health procedures – ergonomics, asbestos, hearing conservation and vibration
  • Pre-startup safety review and Health & Safety Management System implementation at Marwar
  • COVID-19 Compliance
  • Fugitive emission control plan implementation
  • Emergency Response Capability and Capacity – General medical response, COVID, WAH, CS
  • Qualitative risk assessment for hazardous substance across all plants
  • Industrial hygiene – Verification survey at 4 plants, noise control plan validation across ACL
  • Reduce manual handling
    • conveyors at 15 large warehouses (15% of total volumes handled)
  • >95% controlled fleet monitoring through compliant in-Vehicle Monitoring System (iVMS)
  • >95% controlled fleet drivers InCab assessed
  • Robust Reward & Recognition and consequence management implementation for truck drivers
  • Minimum vehicle specifications compliance:
    • 100% load carriers with seat belts with >95% 3 point seat belts for controlled fleet
    • >95% Site Underwrite Protection Device (SUPD) and Rare Underrun Protection Device (RUPD) (controlled fleet)
  • Greater focus on two and four wheeler safety
  • Establish a systematic scheme / baseline for management of spillage/leakages of oils, lubricants, chemicals across plants related to:
    • Monitoring & Control
    • Engineering measures in transport, handling storage, processing or disposal
  • Competency development of relevant personnel to prevent / control spills, leakages of oils, chemicals, etc. at critical locations
  • Monitoring incidents and review of site-specific spill response plans for future improvements [Integrated Management System (IMS) integration, training record and inventory control

Safety journey highlights

  • Safety Compliance Weeks conducted every quarter, focused on mandatory safe behaviours on the frontline
  • Extending our successful behaviour-based program to another two units, covering all large plants (50% of total locations)
  • Focused approach on improvement of safety culture as also H&S competency at mines
  • Training and competency enhancement through a digital training management system, which led to an increase in training manhours by 55%
  • Greater visibility of leadership teams on the frontline through a ‘Boots on Ground’ program, which was supported by an interactive digital app
  • Program on critical controls so that no unwanted occupational injuries/incidents occurred around our highest risk areas; now formally verified on a quarterly basis
  • Increased coverage of in-vehicle monitoring systems for the fleet of trucks used to carry our goods and enhancement of the capacity of In-Cab (Defensive Driving) assessors; each plant now has 1-2 assessors as per need
  • Timely sharing of lessons learnt from incidents, supplemented by fair consequence management (both positive and negative reinforcement)
  • Efficient execution of environment-related deliverables across the Company


InCab assessments
done in 2021


iVMS installations

34 . 7 %

Reduction in offsite incidents with
67% lesser injuries through better
monitoring and training

Safe journey

We have achieved two consecutive years zero road fatality. This was possible due to relentless efforts and passion of the teams involved for the past 5 years across all the sites of Ambuja Cement. We continued our focus around skill development and driving behaviour management based on critical inputs from TAC, backed up with consistent work around strengthening the process and lead measures. We moved from a meagre 14% Safe Km in 2016 to over 72% in 2021, achieved through driver behaviour management and learnt skills being applied while driving.


  • 7 manufacturing units achieved Zero Harm in 2021
  • 24% reduction in LTIFR against 2020
  • 21% reduction in TIFR against 2020
  • 21.20% increase in leading indicators vis-à-vis 2020
  • Total injuries reduced by 23% over the years
  • 6,228 In-Cab assessments and 1,597 iVMS installations made


hours of safety trainings
in CY 2021

While we have delivered an excellent H&S performance in line with our values and long-term sustainability development goals, we are conscious of the need for continued commitment and efforts to better this performance. Our plan for this is in place and preparations are also in full swing to achieve the goals.

Lost time injury and medical treatment injury (Nos)
Near miss mapping (Nos)
Lost time injury frequency rate (per million hrs)