INE585B010102025-04-012026-03-31INE585B010102026-03-31INE585B010102024-04-012025-03-31INE585B010102025-04-012026-03-31AssessmentOrAssuranceProviderDomain1INE585B010102025-04-012026-03-31StockExchange1INE585B010102025-04-012026-03-31StockExchange2INE585B010102025-04-012026-03-31DetailsOfBusinessActivitiesAccountingForNinetyPercentOfTheTurnoverDomain1INE585B010102025-04-012026-03-31DetailsOfBusinessActivitiesAccountingForNinetyPercentOfTheTurnoverDomain2INE585B010102025-04-012026-03-31ProductsOrServicesSoldByTheEntityAccountingForNinetyPercentOfTheTurnoverDomain1INE585B010102025-04-012026-03-31ProductsOrServicesSoldByTheEntityAccountingForNinetyPercentOfTheTurnoverDomain2INE585B010102025-04-012026-03-31in-capmkt:PlantMemberin-capmkt:NationalMemberINE585B010102025-04-012026-03-31in-capmkt:OfficeMemberin-capmkt:NationalMemberINE585B010102025-04-012026-03-31in-capmkt:LocationMemberin-capmkt:NationalMemberINE585B010102025-04-012026-03-31in-capmkt:PlantMemberin-capmkt:InternationalMemberINE585B010102025-04-012026-03-31in-capmkt:OfficeMemberin-capmkt:InternationalMemberINE585B010102025-04-012026-03-31in-capmkt:LocationMemberin-capmkt:InternationalMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:MaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:FemaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:OtherGenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:GenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102023-04-012024-03-31in-capmkt:MaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102023-04-012024-03-31in-capmkt:FemaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102023-04-012024-03-31in-capmkt:OtherGenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102023-04-012024-03-31in-capmkt:GenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:MaleMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:FemaleMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:OtherGenderMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:GenderMemberin-capmkt:PermanentWorkersMemberINE585B010102023-04-012024-03-31in-capmkt:MaleMemberin-capmkt:PermanentWorkersMemberINE585B010102023-04-012024-03-31in-capmkt:FemaleMemberin-capmkt:PermanentWorkersMemberINE585B010102023-04-012024-03-31in-capmkt:OtherGenderMemberin-capmkt:PermanentWorkersMemberINE585B010102023-04-012024-03-31in-capmkt:GenderMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain1INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain2INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain3INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain4INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain5INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain6INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain7INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain8INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain9INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain10INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain11INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain12INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain13INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain14INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain15INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain16INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain17INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain18INE585B010102025-04-012026-03-31HoldingSubsidiaryAssociateCompaniesAndJointVenturesDomain19INE585B010102026-03-31in-capmkt:ComplaintReceivedFromCommunitiesMemberINE585B010102025-04-012026-03-31in-capmkt:ComplaintReceivedFromCommunitiesMemberINE585B010102025-03-31in-capmkt:ComplaintReceivedFromCommunitiesMemberINE585B010102024-04-012025-03-31in-capmkt:ComplaintReceivedFromCommunitiesMemberINE585B010102025-04-012026-03-31in-capmkt:ComplaintReceivedFromInvestorsMemberINE585B010102026-03-31in-capmkt:ComplaintReceivedFromShareholdersMemberINE585B010102025-04-012026-03-31in-capmkt:ComplaintReceivedFromShareholdersMemberINE585B010102025-03-31in-capmkt:ComplaintReceivedFromShareholdersMemberINE585B010102024-04-012025-03-31in-capmkt:ComplaintReceivedFromShareholdersMemberINE585B010102026-03-31in-capmkt:ComplaintReceivedFromEmployeesAndWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:ComplaintReceivedFromEmployeesAndWorkersMemberINE585B010102025-03-31in-capmkt:ComplaintReceivedFromEmployeesAndWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:ComplaintReceivedFromEmployeesAndWorkersMemberINE585B010102026-03-31in-capmkt:ComplaintReceivedFromCustomersMemberINE585B010102025-04-012026-03-31in-capmkt:ComplaintReceivedFromCustomersMemberINE585B010102025-03-31in-capmkt:ComplaintReceivedFromCustomersMemberINE585B010102024-04-012025-03-31in-capmkt:ComplaintReceivedFromCustomersMemberINE585B010102026-03-31in-capmkt:ComplaintReceivedFromValueChainPartnersMemberINE585B010102025-04-012026-03-31in-capmkt:ComplaintReceivedFromValueChainPartnersMemberINE585B010102025-03-31in-capmkt:ComplaintReceivedFromValueChainPartnersMemberINE585B010102024-04-012025-03-31in-capmkt:ComplaintReceivedFromValueChainPartnersMemberINE585B010102025-04-012026-03-31OtherStakeHolderDomain1INE585B010102026-03-31OtherStakeHolderDomain1INE585B010102024-04-012025-03-31OtherStakeHolderDomain1INE585B010102025-03-31OtherStakeHolderDomain1INE585B010102025-04-012026-03-31in-capmkt:Principle1MemberINE585B010102025-04-012026-03-31in-capmkt:Principle2MemberINE585B010102025-04-012026-03-31in-capmkt:Principle3MemberINE585B010102025-04-012026-03-31in-capmkt:Principle4MemberINE585B010102025-04-012026-03-31in-capmkt:Principle5MemberINE585B010102025-04-012026-03-31in-capmkt:Principle6MemberINE585B010102025-04-012026-03-31in-capmkt:Principle7MemberINE585B010102025-04-012026-03-31in-capmkt:Principle8MemberINE585B010102025-04-012026-03-31in-capmkt:Principle9MemberINE585B010102025-04-012026-03-31in-capmkt:BoardOfDirectorsSegmentMemberINE585B010102025-04-012026-03-31in-capmkt:KeyManagerialPersonnelSegmentMemberINE585B010102025-04-012026-03-31in-capmkt:EmployeesOtherThanBoDAndKMPsSegmentMemberINE585B010102025-04-012026-03-31in-capmkt:WorkersSegmentMemberINE585B010102025-04-012026-03-31AwarenessProgrammesConductedForValueChainPartnersDomain1INE585B010102025-04-012026-03-31RecycledOrReusedInputMaterialUsedInProductionOrProvidingServicesDomain1INE585B010102024-04-012025-03-31RecycledOrReusedInputMaterialUsedInProductionOrProvidingServicesDomain1INE585B010102025-04-012026-03-31RecycledOrReusedInputMaterialUsedInProductionOrProvidingServicesDomain2INE585B010102024-04-012025-03-31RecycledOrReusedInputMaterialUsedInProductionOrProvidingServicesDomain2INE585B010102025-04-012026-03-31in-capmkt:PlasticsIncludingPackagingMemberINE585B010102024-04-012025-03-31in-capmkt:PlasticsIncludingPackagingMemberINE585B010102025-04-012026-03-31in-capmkt:EWasteMemberINE585B010102024-04-012025-03-31in-capmkt:EWasteMemberINE585B010102025-04-012026-03-31in-capmkt:HazardousWasteMemberINE585B010102024-04-012025-03-31in-capmkt:HazardousWasteMemberINE585B010102025-04-012026-03-31ReclaimedProductsAndTheirPackagingDomain1INE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:TotalEmployeeBenefitsMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:HealthInsuranceMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:AccidentInsuranceMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:PaternityBenefitsMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:DayCareFacilitiesMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:TotalEmployeeBenefitsMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:HealthInsuranceMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:AccidentInsuranceMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:MaternityBenefitsMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:DayCareFacilitiesMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:TotalEmployeeBenefitsMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:HealthInsuranceMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:AccidentInsuranceMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:MaternityBenefitsMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:PaternityBenefitsMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:DayCareFacilitiesMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:BenefitsMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:HealthInsuranceMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:AccidentInsuranceMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:MaternityBenefitsMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:PaternityBenefitsMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:DayCareFacilitiesMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:TotalEmployeeBenefitsMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:HealthInsuranceMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:AccidentInsuranceMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:PaternityBenefitsMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:DayCareFacilitiesMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:TotalEmployeeBenefitsMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:HealthInsuranceMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:AccidentInsuranceMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:MaternityBenefitsMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:DayCareFacilitiesMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:TotalEmployeeBenefitsMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:HealthInsuranceMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:AccidentInsuranceMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:MaternityBenefitsMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:PaternityBenefitsMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:DayCareFacilitiesMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:BenefitsMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:HealthInsuranceMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:AccidentInsuranceMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:MaternityBenefitsMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:PaternityBenefitsMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:DayCareFacilitiesMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:TotalEmployeeBenefitsMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:HealthInsuranceMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:AccidentInsuranceMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:PaternityBenefitsMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:DayCareFacilitiesMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:TotalEmployeeBenefitsMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:HealthInsuranceMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:AccidentInsuranceMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:MaternityBenefitsMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:DayCareFacilitiesMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:TotalEmployeeBenefitsMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:HealthInsuranceMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:AccidentInsuranceMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:MaternityBenefitsMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:PaternityBenefitsMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:DayCareFacilitiesMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:BenefitsMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:HealthInsuranceMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:AccidentInsuranceMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:MaternityBenefitsMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:PaternityBenefitsMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:DayCareFacilitiesMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:TotalEmployeeBenefitsMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:HealthInsuranceMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:AccidentInsuranceMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:PaternityBenefitsMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:DayCareFacilitiesMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:TotalEmployeeBenefitsMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:HealthInsuranceMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:AccidentInsuranceMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:MaternityBenefitsMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:DayCareFacilitiesMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:TotalEmployeeBenefitsMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:HealthInsuranceMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:AccidentInsuranceMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:MaternityBenefitsMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:PaternityBenefitsMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:DayCareFacilitiesMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:BenefitsMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:HealthInsuranceMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:AccidentInsuranceMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:MaternityBenefitsMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:PaternityBenefitsMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:DayCareFacilitiesMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:ProvidentFundMemberINE585B010102024-04-012025-03-31in-capmkt:ProvidentFundMemberINE585B010102025-04-012026-03-31in-capmkt:GratuityMemberINE585B010102024-04-012025-03-31in-capmkt:GratuityMemberINE585B010102025-04-012026-03-31in-capmkt:ESIMemberINE585B010102024-04-012025-03-31in-capmkt:ESIMemberINE585B010102025-04-012026-03-31OtherRetirementBenefitsDomain1INE585B010102024-04-012025-03-31OtherRetirementBenefitsDomain1INE585B010102025-04-012026-03-31OtherRetirementBenefitsDomain2INE585B010102024-04-012025-03-31OtherRetirementBenefitsDomain2INE585B010102025-04-012026-03-31in-capmkt:MaleMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:GenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:MaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:FemaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:OtherGenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:GenderMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:MaleMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:FemaleMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:OtherGenderMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:TotalEmployeesAndWorkersMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:OnHealthAndSafetyMeasuresMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:OnSkillUpgradationMemberin-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:MaleMemberin-capmkt:OnHealthAndSafetyMeasuresMemberin-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:MaleMemberin-capmkt:OnSkillUpgradationMemberin-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:MaleMemberin-capmkt:TotalEmployeesAndWorkersMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:TotalEmployeesAndWorkersMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:OnHealthAndSafetyMeasuresMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:OnSkillUpgradationMemberin-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:FemaleMemberin-capmkt:OnHealthAndSafetyMeasuresMemberin-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:FemaleMemberin-capmkt:OnSkillUpgradationMemberin-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:FemaleMemberin-capmkt:TotalEmployeesAndWorkersMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:TotalEmployeesAndWorkersMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:OnHealthAndSafetyMeasuresMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:OnSkillUpgradationMemberin-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:OtherGenderMemberin-capmkt:OnHealthAndSafetyMeasuresMemberin-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:OtherGenderMemberin-capmkt:OnSkillUpgradationMemberin-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:OtherGenderMemberin-capmkt:TotalEmployeesAndWorkersMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:TotalEmployeesAndWorkersMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:OnHealthAndSafetyMeasuresMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:OnSkillUpgradationMemberin-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:GenderMemberin-capmkt:OnHealthAndSafetyMeasuresMemberin-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:GenderMemberin-capmkt:OnSkillUpgradationMemberin-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:GenderMemberin-capmkt:TotalEmployeesAndWorkersMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:TotalEmployeesAndWorkersMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:OnHealthAndSafetyMeasuresMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:OnSkillUpgradationMemberin-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:MaleMemberin-capmkt:OnHealthAndSafetyMeasuresMemberin-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:MaleMemberin-capmkt:OnSkillUpgradationMemberin-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:MaleMemberin-capmkt:TotalEmployeesAndWorkersMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:TotalEmployeesAndWorkersMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:OnHealthAndSafetyMeasuresMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:OnSkillUpgradationMemberin-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:FemaleMemberin-capmkt:OnHealthAndSafetyMeasuresMemberin-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:FemaleMemberin-capmkt:OnSkillUpgradationMemberin-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:FemaleMemberin-capmkt:TotalEmployeesAndWorkersMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:TotalEmployeesAndWorkersMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:OnHealthAndSafetyMeasuresMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:OnSkillUpgradationMemberin-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:OtherGenderMemberin-capmkt:OnHealthAndSafetyMeasuresMemberin-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:OtherGenderMemberin-capmkt:OnSkillUpgradationMemberin-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:OtherGenderMemberin-capmkt:TotalEmployeesAndWorkersMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:TotalEmployeesAndWorkersMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:OnHealthAndSafetyMeasuresMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:OnSkillUpgradationMemberin-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:GenderMemberin-capmkt:OnHealthAndSafetyMeasuresMemberin-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:GenderMemberin-capmkt:OnSkillUpgradationMemberin-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:GenderMemberin-capmkt:TotalEmployeesAndWorkersMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:MaleMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:FemaleMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:OtherGenderMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:GenderMemberin-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberin-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:MaleMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberin-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:FemaleMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberin-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:OtherGenderMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:GenderMemberin-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:GenderMemberin-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:WorkingConditionsComplaintsMemberINE585B010102026-03-31in-capmkt:WorkingConditionsComplaintsMemberINE585B010102024-04-012025-03-31in-capmkt:WorkingConditionsComplaintsMemberINE585B010102025-03-31in-capmkt:WorkingConditionsComplaintsMemberINE585B010102025-04-012026-03-31in-capmkt:HealthSafetyComplaintsMemberINE585B010102026-03-31in-capmkt:HealthSafetyComplaintsMemberINE585B010102024-04-012025-03-31in-capmkt:HealthSafetyComplaintsMemberINE585B010102025-03-31in-capmkt:HealthSafetyComplaintsMemberINE585B010102025-04-012026-03-31StakeHolderGroupsDomain1INE585B010102025-04-012026-03-31in-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:EmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:OtherThanPermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:EmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:WorkersMemberINE585B010102024-04-012025-03-31in-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:OtherThanPermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:WorkersMemberINE585B010102025-04-012026-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:GenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:MaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:FemaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:OtherGenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:GenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:MaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:FemaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:OtherGenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:GenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:MaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:FemaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:OtherGenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:GenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:MaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:FemaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:OtherGenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:GenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:MaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:FemaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:OtherGenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:GenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:MaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:FemaleMemberin-capmkt:PermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:OtherGenderMemberin-capmkt:PermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:GenderMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:MaleMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:FemaleMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:OtherGenderMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:GenderMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:MaleMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:FemaleMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:OtherGenderMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:GenderMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:MaleMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:FemaleMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:OtherGenderMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:GenderMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:MaleMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:FemaleMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:OtherGenderMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:GenderMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:MaleMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:FemaleMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:OtherGenderMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:GenderMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:MaleMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:FemaleMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102024-04-012025-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:OtherGenderMemberin-capmkt:OtherThanPermanentEmployeesMemberINE585B010102025-04-012026-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:GenderMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:MaleMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:FemaleMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:OtherGenderMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:GenderMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:MaleMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:FemaleMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:OtherGenderMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:GenderMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:MaleMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:FemaleMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:OtherGenderMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:GenderMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:MaleMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:FemaleMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:OtherGenderMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:GenderMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:MaleMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:FemaleMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:OtherGenderMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:GenderMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:MaleMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:FemaleMemberin-capmkt:PermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:OtherGenderMemberin-capmkt:PermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:GenderMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:MaleMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:FemaleMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:OtherGenderMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:GenderMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:MaleMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:FemaleMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:OtherGenderMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:GenderMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:MaleMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:FemaleMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:OtherGenderMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:GenderMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:MaleMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:FemaleMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:TotalMinimumWagesMemberin-capmkt:OtherGenderMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:GenderMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:MaleMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:FemaleMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:EqualToMinimumWageMemberin-capmkt:OtherGenderMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:GenderMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:MaleMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:FemaleMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102024-04-012025-03-31in-capmkt:MoreThanMinimumWageMemberin-capmkt:OtherGenderMemberin-capmkt:OtherThanPermanentWorkersMemberINE585B010102025-04-012026-03-31in-capmkt:MaleMemberINE585B010102025-04-012026-03-31in-capmkt:FemaleMemberINE585B010102025-04-012026-03-31in-capmkt:OtherGenderMemberINE585B010102025-04-012026-03-31in-capmkt:SexualHarassmentMemberINE585B010102025-04-012026-03-31in-capmkt:DiscriminationAtWorkPlaceMemberINE585B010102025-04-012026-03-31in-capmkt:ChildLabourMemberINE585B010102025-04-012026-03-31in-capmkt:ForcedLabourOrInvoluntaryLabourMemberINE585B010102025-04-012026-03-31in-capmkt:WagesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherhumanrightsrelatedissuesMemberINE585B010102026-03-31in-capmkt:SexualHarassmentMemberINE585B010102026-03-31in-capmkt:DiscriminationAtWorkPlaceMemberINE585B010102026-03-31in-capmkt:ChildLabourMemberINE585B010102026-03-31in-capmkt:ForcedLabourOrInvoluntaryLabourMemberINE585B010102026-03-31in-capmkt:WagesMemberINE585B010102026-03-31in-capmkt:OtherhumanrightsrelatedissuesMemberINE585B010102025-04-012026-03-31in-capmkt:SexualHarassmentMemberINE585B010102024-04-012025-03-31in-capmkt:SexualHarassmentMemberINE585B010102024-04-012025-03-31in-capmkt:DiscriminationAtWorkPlaceMemberINE585B010102024-04-012025-03-31in-capmkt:ChildLabourMemberINE585B010102024-04-012025-03-31in-capmkt:ForcedLabourOrInvoluntaryLabourMemberINE585B010102024-04-012025-03-31in-capmkt:WagesMemberINE585B010102024-04-012025-03-31in-capmkt:OtherhumanrightsrelatedissuesMemberINE585B010102025-03-31in-capmkt:SexualHarassmentMemberINE585B010102025-03-31in-capmkt:DiscriminationAtWorkPlaceMemberINE585B010102025-03-31in-capmkt:ChildLabourMemberINE585B010102025-03-31in-capmkt:ForcedLabourOrInvoluntaryLabourMemberINE585B010102025-03-31in-capmkt:WagesMemberINE585B010102025-03-31in-capmkt:OtherhumanrightsrelatedissuesMemberINE585B010102024-04-012025-03-31in-capmkt:SexualHarassmentMemberINE585B010102025-04-012026-03-31SpecificInitiativesDomain1INE585B010102025-04-012026-03-31SpecificInitiativesDomain2INE585B010102025-04-012026-03-31SpecificInitiativesDomain3INE585B010102025-04-012026-03-31SpecificInitiativesDomain4INE585B010102025-04-012026-03-31SpecificInitiativesDomain5INE585B010102025-04-012026-03-31SpecificInitiativesDomain6INE585B010102025-04-012026-03-31SpecificInitiativesDomain7INE585B010102025-04-012026-03-31SpecificInitiativesDomain8INE585B010102025-04-012026-03-31FacilityOrPlantLocatedInAreasOfWaterStressDomain1INE585B010102024-04-012025-03-31FacilityOrPlantLocatedInAreasOfWaterStressDomain1INE585B010102025-04-012026-03-31in-capmkt:IndustryChambersOrAssociations1MemberINE585B010102025-04-012026-03-31in-capmkt:IndustryChambersOrAssociations2MemberINE585B010102025-04-012026-03-31in-capmkt:IndustryChambersOrAssociations3MemberINE585B010102025-04-012026-03-31in-capmkt:IndustryChambersOrAssociations4MemberINE585B010102025-04-012026-03-31IssuesRelatedToAntiCompetitive1INE585B010102025-04-012026-03-31IssuesRelatedToAntiCompetitive2INE585B010102025-04-012026-03-31in-capmkt:RuralMemberINE585B010102024-04-012025-03-31in-capmkt:RuralMemberINE585B010102025-04-012026-03-31in-capmkt:SemiUrbanMemberINE585B010102024-04-012025-03-31in-capmkt:SemiUrbanMemberINE585B010102025-04-012026-03-31in-capmkt:UrbanMemberINE585B010102024-04-012025-03-31in-capmkt:UrbanMemberINE585B010102025-04-012026-03-31in-capmkt:MetropolitanMemberINE585B010102024-04-012025-03-31in-capmkt:MetropolitanMemberINE585B010102025-04-012026-03-31CSRProjects1INE585B010102025-04-012026-03-31CSRProjects2INE585B010102025-04-012026-03-31CSRProjects3INE585B010102025-04-012026-03-31CSRProjects4INE585B010102025-04-012026-03-31CSRProjects5INE585B010102025-04-012026-03-31CSRProjects6INE585B010102025-04-012026-03-31CSRProjects7INE585B010102025-04-012026-03-31CSRProjectsUndertaken1INE585B010102025-04-012026-03-31CSRProjectsUndertaken2INE585B010102025-04-012026-03-31CSRProjectsUndertaken3INE585B010102025-04-012026-03-31CSRProjectsUndertaken4INE585B010102025-04-012026-03-31CSRProjectsUndertaken5INE585B010102025-04-012026-03-31CSRProjectsUndertaken6INE585B010102025-04-012026-03-31CSRProjectsUndertaken7INE585B010102025-04-012026-03-31CSRProjectsUndertaken8INE585B010102025-04-012026-03-31CSRProjectsUndertaken9INE585B010102025-04-012026-03-31CSRProjectsUndertaken10INE585B010102025-04-012026-03-31CSRProjectsUndertaken11INE585B010102025-04-012026-03-31CSRProjectsUndertaken12INE585B010102025-04-012026-03-31CSRProjectsUndertaken13INE585B010102025-04-012026-03-31in-capmkt:DataPrivacyMemberINE585B010102025-04-012026-03-31in-capmkt:AdvertisingMemberINE585B010102025-04-012026-03-31in-capmkt:CyberSecurityMemberINE585B010102025-04-012026-03-31in-capmkt:DeliveryOfEssentialServicesMemberINE585B010102025-04-012026-03-31in-capmkt:RestrictiveTradePracticesMemberINE585B010102025-04-012026-03-31in-capmkt:UnfairTradePracticesMemberINE585B010102025-04-012026-03-31in-capmkt:OtherMemberINE585B010102026-03-31in-capmkt:DataPrivacyMemberINE585B010102026-03-31in-capmkt:AdvertisingMemberINE585B010102026-03-31in-capmkt:CyberSecurityMemberINE585B010102026-03-31in-capmkt:DeliveryOfEssentialServicesMemberINE585B010102026-03-31in-capmkt:RestrictiveTradePracticesMemberINE585B010102026-03-31in-capmkt:UnfairTradePracticesMemberINE585B010102026-03-31in-capmkt:OtherMemberINE585B010102024-04-012025-03-31in-capmkt:DataPrivacyMemberINE585B010102024-04-012025-03-31in-capmkt:AdvertisingMemberINE585B010102024-04-012025-03-31in-capmkt:CyberSecurityMemberINE585B010102024-04-012025-03-31in-capmkt:DeliveryOfEssentialServicesMemberINE585B010102024-04-012025-03-31in-capmkt:RestrictiveTradePracticesMemberINE585B010102024-04-012025-03-31in-capmkt:UnfairTradePracticesMemberINE585B010102024-04-012025-03-31in-capmkt:OtherMemberINE585B010102025-03-31in-capmkt:DataPrivacyMemberINE585B010102025-03-31in-capmkt:AdvertisingMemberINE585B010102025-03-31in-capmkt:CyberSecurityMemberINE585B010102025-03-31in-capmkt:DeliveryOfEssentialServicesMemberINE585B010102025-03-31in-capmkt:RestrictiveTradePracticesMemberINE585B010102025-03-31in-capmkt:UnfairTradePracticesMemberINE585B010102025-03-31in-capmkt:OtherMemberiso4217:INRxbrli:pureNon-SI:GJNon-SI:tNon-SI:tCO2eNon-SI:MtCO2ein-capmkt-types:klin-capmkt-types:kliso4217:INRNon-SI:GJiso4217:INRNon-SI:tCO2eiso4217:INRNon-SI:MtCO2eiso4217:INRNon-SI:tiso4217:INRMARUTI532500NOTLISTEDINE585B01010L34103DL1981PLC011375Maruti Suzuki India Limited1981-02-211, Nelson Mandela Road, Vasant Kunj, New Delhi-1100701, Nelson Mandela Road, Vasant Kunj, New Delhi-110070investor@maruti.co.in011-46781000https://www.marutisuzuki.com2025-04-012026-03-312024-04-012025-03-312023-04-012024-03-311572012870Mr. Nikhil Vyas011-46781129Nikhil.vyas@maruti.co.inStandalone basisYes assurance17. Reporting boundary - Are the disclosures under this report made on a standalone basis (i.e., only for the entity) or on a consolidated basis (i.e., for the entity and all the entities which form a part of its consolidated financial statements, taken together). Standalone. Pursuant to the amalgamation of Suzuki Motor Gujarat Private Limited with Maruti Suzuki India Limited (MSIL), effective from 1st December 2025; and with an appointed date of 1st April 2025. Consequently, the corresponding figures for the previous reporting period (FY 2024-25) have been restated across all applicable parameters for comparison purposes. 23. Number of plants :- 5* *Includes R&D centre at Rohtak 24. National (No. of States) :- 36 (28 states & 8 Union territories) 26. Board of Directors* :- BoD composition as on 31st March 2026. Key Management Personnel** :- Mr. Hisashi Takeuchi, MD and CEO, is a part of both the Board of Directors and the Key Management Personnel. 27. FY 2023-24*:- The FY 2023–24 turnover rate was reported based on the standalone reporting boundary applicable during that period and therefore excludes the Hansalpur manufacturing facility. The employee and worker turnover rate also includes separations on account of superannuation during the reporting period. 28. Does the entity indicated at column A, participate in the Business Responsibility initiatives of the listed entity? (Yes/No)* For the current financial year, the Company has reported on a standalone basis. Accordingly, subsidiaries are not included within the scope of this BRSR report. However, they actively participate in the Business Responsibility initiatives undertaken by the standalone entity. 31. Please refer to Material topics under Value Creation Approach section of the Annual Integrated Report FY 2025-26 on page xxBureau Veritas (India) Private LimitedU74210MH2001PTC134262Munji Rama Mohan RAOLead Assurer2026-08-05AllAllAlltrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedAlltrueLimitedtrueLimitedAlltrueLimitedtrueLimitedAlltrueLimitedtrueLimitedtrueLimitedAlltrueLimitedAlltrueLimitedAlltrueLimitedtrueLimitedAllAlltrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedAlltrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedAllAlltrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueReasonabletrueReasonableAlltrueLimitedtrueLimitedAlltrueLimitedtrueLimitedtrueLimitedtrueLimitedAlltrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedAlltrueReasonabletrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueReasonabletrueLimitedtrueLimitedtrueLimitedtrueLimitedAlltrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedAlltrueLimitedtrueLimitedAlltrueLimitedtrueLimitedtrueLimitedAlltrueLimitedtrueLimitedtrueReasonabletrueLimitedtrueLimitedtrueLimitedtrueReasonabletrueLimitedtrueLimitedtrueLimitedtrueLimitedAlltrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedAlltrueReasonabletrueLimitedtrueReasonabletrueReasonabletrueLimitedtrueLimitedtrueReasonabletrueLimitedtrueReasonabletrueLimitedtrueLimitedtrueLimitedtrueLimitedAlltrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedAlltrueLimitedtrueLimitedAlltrueLimitedAlltrueLimitedtrueLimitedtrueLimitedtrueReasonabletrueReasonableAlltrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedAlltrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueLimitedtrueReasonableAlltrueLimitedtrueLimitedtrueLimitedtrueLimitedBSENSEManufacture of motor vehiclesThe Company is engaged in the business of manufacturing and sale of passenger and commercial vehicles. The Company’s vehicles are offered through three channels: Nexa, Arena and Commercial.0.7998Sale of motor vehicle parts and accessoriesThe Company also sells aftermarket parts and accessories under the brand name of ‘Maruti Suzuki Genuine Parts’ and ‘Maruti Suzuki Genuine Accessories’.0.1517Manufacture of motor vehicles29100.7998Sale of motor vehicle parts and accessories45300.151756065000361200.1938MSIL, India’s largest passenger vehicle manufacturer serves a diverse customer base spanning individual consumers, government and corporate employees, fleet and taxi operators. 19290179580.93113320.069100191017830.93361270.06650021200197410.931214590.068900654165340.99970.00110042787426360.99651510.00360049328491700.99681580.00330012110.916710.083400540.810.20017150.882420.117700881000055100001313100001230.253000.0480.048200.0480.04420.060800.04520.04390.065300.04510.0439000.04380.07210.235300.07230.00480.190500.0051true18326610000001051098000000True Value Solutions LimitedSubsidiary1falseJ.J Impex (Delhi) LimitedSubsidiary1falsePlastic Omnium Auto Energy Manufacturing India Private LimitedJoint Venture0.26falseMarelli Powertrain India Private LimitedJoint Venture0.19falseMaruti Suzuki Toyotsu India Private LimitedJoint Venture0.5falseBharat Seats LimitedAssociate0.1481falseJay Bharat Maruti LimitedAssociate0.2928falseMachino Plastics LimitedAssociate0.1535falseCaparo Maruti LimitedAssociate0.25falseHanon Climate Systems India Private LimitedAssociate0.39falseKrishna Maruti LimitedAssociate0.1579falseSKH Metals LimitedAssociate0.3703falseNippon Thermostat (India) LimitedAssociate0.1falseMark Exhaust Systems LimitedAssociate0.4437falseBellsonica Auto Component India Private LimitedAssociate0.3falseFMI Automotive Components Private LimitedAssociate0.49falseManesar Steel Processing India Private LimitedAssociate0.1183falseMaruti Suzuki Insurance Broking Private LimitedAssociate0.4626falseBahucharaji Rail Corporation LimitedAssociate0.2717falseYes(Regular interactions with the communities through field visits, group meetings/ events etc.)10-50-NA(The Company does not have investors other than shareholders)YesThe Company has dedicated email handles where the shareholders can register their grievances. https://www.marutisuzuki.com/corporate/investors180-70-Yes(Internal online platform to raise complaints, share grievances and feedback) https://www.marutisuzuki.com/Whistle_Blower_Policy_New.pdf Employees can raise grievances to the Complaint Committee, Internal Committee, Whistle Blower ombudsperson, and HR employee grievance redressal channels etc. https://www.marutisuzuki.com/Whistle_Blower_Policy_New.pdf 381-960-Yeshttps://www.marutisuzuki.com/corporate/reach-us1932150As on date of this report, 8 complaints are pending and work is in progress to address these complaints21822750All the pending complaints of FY24-25 have been closed in FY25-26YesThe Company receives feedback on various aspects from its value chain partners through periodic conferences and other events00NA00NAOthers (Includes Anonymous)Yeshttps://www.marutisuzuki.com/Whistle_Blower_Policy_New.pdf174-Others (Includes Anonymous)Yeshttps://www.marutisuzuki.com/Whistle_Blower_Policy_New.pdf285All cases have been appropriately addressed as per Company Policy in FY 2025-26.YesYesYesYesYesYesNoYesYesYesYesYesYesYesYesNoYesYeshttps://www.marutisuzuki.com/pdf-viewer?pdf=%2Fcontent%2Fdam%2Farena-eds%2Fcorporate%2Fpdf%2Fcode-and-documents%2FMSIL_Code_of_Conduct.pdf https://www.marutisuzuki.com/pdf-viewer?pdf=%2Fcontent%2Fdam%2Farena-eds%2Fcorporate%2Fpdf%2Fcode-and-policies%2FNomination_and_Remuneration_Policy_update.pdf https://www.marutisuzuki.com/pdf-viewer?pdf=%2Fcontent%2Fdam%2Farena-eds%2Fcorporate%2Fpdf%2Fcode-and-policies%2FMSIL_Materiality_Policy.pdf https://www.marutisuzuki.com/pdf-viewer?pdf=%2Fcontent%2Fdam%2Farena-eds%2Fcorporate%2Fpdf%2Fcode-and-policies%2FPolicy_on_Related_Party_Transactions_New.pdf https://www.marutisuzuki.com/pdf-viewer?pdf=%2Fcontent%2Fdam%2Farena-eds%2Fcorporate%2Fpdf%2Fcode-and-policies%2FCorporate-Gifting-Policy.pdf https://www.marutisuzuki.com/pdf-viewer?pdf=%2Fcontent%2Fdam%2Farena-eds%2Fcorporate%2Fpdf%2Fcode-and-policies%2FSupplier-Code-of-Conduct.pdf P2- https://az-ci-afde-prd-arena-03-efddeyfchzf9akbb.z01.azurefd.net/msilintiwebpdfcopyfromdefault/MSIL_Green_Procurement_Guidelines.pdfP3- https://www.marutisuzuki.com/pdf-viewer?pdf=%2Fcontent%2Fdam%2Farena-eds%2Fcorporate%2Fpdf%2Fcode-and-policies%2FEqual_Opportunity_Policy_for_Person_with_Disabilities.pdfP4- https://az-ci-afde-prd-arena-03-efddeyfchzf9akbb.z01.azurefd.net/msilintiwebpdfcopyfromdefault/MSIL_CSR_Policy.pdfP5- https://www.marutisuzuki.com/pdf-viewer?pdf=%2Fcontent%2Fdam%2Farena-eds%2Fcorporate%2Fpdf%2Fcode-and-policies%2FOHS_Policy.pdf https://www.marutisuzuki.com/pdf-viewer?pdf=%2Fcontent%2Fdam%2Farena-eds%2Fcorporate%2Fpdf%2Fcode-and-documents%2FMSIL_Code_of_Conduct.pdf P6- https://www.marutisuzuki.com/pdf-viewer?pdf=%2Fcontent%2Fdam%2Farena-eds%2Fcorporate%2Fpdf%2Fcode-and-policies%2FEnvironmental_Energy_Policy_English.pdfP8- https://az-ci-afde-prd-arena-03-efddeyfchzf9akbb.z01.azurefd.net/msilintiwebpdfcopyfromdefault/MSIL_CSR_Policy.pdfP9- https://www.marutisuzuki.com/arena/privacy-policy YesYesYesYesYesYesNAYesYesNot applicableYesYesYesYesYesYesNAYesYesNot applicableThe policies conform to standards such as ISO 9001:2015, ISO 14001:2015, ISO 45001:2018, ISO 27001:2022, UNGC Guidelines, ILO Principles, GRI standards and National Guideline for Responsible Business Conduct among others.The policies conform to standards such as ISO 9001:2015, ISO 14001:2015, ISO 45001:2018, ISO 27001:2022, UNGC Guidelines, ILO Principles, GRI standards and National Guideline for Responsible Business Conduct among others.The policies conform to standards such as ISO 9001:2015, ISO 14001:2015, ISO 45001:2018, ISO 27001:2022, UNGC Guidelines, ILO Principles, GRI standards and National Guideline for Responsible Business Conduct among others.The policies conform to standards such as ISO 9001:2015, ISO 14001:2015, ISO 45001:2018, ISO 27001:2022, UNGC Guidelines, ILO Principles, GRI standards and National Guideline for Responsible Business Conduct among others.The policies conform to standards such as ISO 9001:2015, ISO 14001:2015, ISO 45001:2018, ISO 27001:2022, UNGC Guidelines, ILO Principles, GRI standards and National Guideline for Responsible Business Conduct among others.The policies conform to standards such as ISO 9001:2015, ISO 14001:2015, ISO 45001:2018, ISO 27001:2022, UNGC Guidelines, ILO Principles, GRI standards and National Guideline for Responsible Business Conduct among others.The policies conform to standards such as ISO 9001:2015, ISO 14001:2015, ISO 45001:2018, ISO 27001:2022, UNGC Guidelines, ILO Principles, GRI standards and National Guideline for Responsible Business Conduct among others.The policies conform to standards such as ISO 9001:2015, ISO 14001:2015, ISO 45001:2018, ISO 27001:2022, UNGC Guidelines, ILO Principles, GRI standards and National Guideline for Responsible Business Conduct among others.The policies conform to standards such as ISO 9001:2015, ISO 14001:2015, ISO 45001:2018, ISO 27001:2022, UNGC Guidelines, ILO Principles, GRI standards and National Guideline for Responsible Business Conduct among others.MSIL is committed to support India’s ambition of Net Zero by 2070. To achieve this goal, the company has taken short, medium and long-term targets across various functions which are mentioned below: A. Design for recycling: 1. Ensure a minimum of 85% recyclability and 95% recoverability of materials used in vehicles manufactured by the company. B. Target for reducing carbon footprint in products: 2. Achieve the following powertrain mix for Passenger Vehicle sales in India by FY 2030–31 (percentage indicates share of each category in total passenger vehicle sales): • BEVs – 15%; • Hybrid Vehicles – 25%; • CNG/CBG Vehicles – 35%; and • Flex Fuel/Fuel-Efficient ICE Vehicles – 25% C. Target for reducing carbon footprint in manufacturing processes: 3. Increase solar power generation capacity to 319 MWp by FY 2030–31, thereby increasing the share of renewable electricity in total consumption from 22.8% in FY 2025-26 to approx. 85% by FY 2030-31. 4. The Company is promoting the use of Compressed Biogas (CBG) as a process fuel in its manufacturing operations. To further enhance the adoption of renewable fuels, it plans to commission an in-house CBG plant with a capacity of 10 TPD at the Kharkhoda facility by 2027. D. Target for reducing carbon footprint in logistics operations: 5. Increase the share of vehicle dispatches via rail to 35% by FY 2030-31, leveraging in-plant railway sidings at Gujarat and Haryana facilities. E. Other Targets 6. Improve gender diversity and achieve 11% representation of women in total employees by FY2030-31. 7. Promote circular economy a. Minimising waste generation and maximising waste recycling b. Optimising water recycling efficiency and ensuring zero liquid discharge c. Continuously optimize and reduce the use of packaging material and eliminate the use of ‘Single Use Plastics’. 8. Strive to exceed customer expectations by delivering products that embody world-class quality, outstanding safety standards, and an exceptional ownership experience. 9 Aim to achieve ‘Zero Incidents’ amongst employees across all operations MSIL is committed to support India’s ambition of Net Zero by 2070. To achieve this goal, the company has taken short, medium and long-term targets across various functions which are mentioned below: A. Design for recycling: 1. Ensure a minimum of 85% recyclability and 95% recoverability of materials used in vehicles manufactured by the company. B. Target for reducing carbon footprint in products: 2. Achieve the following powertrain mix for Passenger Vehicle sales in India by FY 2030–31 (percentage indicates share of each category in total passenger vehicle sales): • BEVs – 15%; • Hybrid Vehicles – 25%; • CNG/CBG Vehicles – 35%; and • Flex Fuel/Fuel-Efficient ICE Vehicles – 25% C. Target for reducing carbon footprint in manufacturing processes: 3. Increase solar power generation capacity to 319 MWp by FY 2030–31, thereby increasing the share of renewable electricity in total consumption from 22.8% in FY 2025-26 to approx. 85% by FY 2030-31. 4. The Company is promoting the use of Compressed Biogas (CBG) as a process fuel in its manufacturing operations. To further enhance the adoption of renewable fuels, it plans to commission an in-house CBG plant with a capacity of 10 TPD at the Kharkhoda facility by 2027. D. Target for reducing carbon footprint in logistics operations: 5. Increase the share of vehicle dispatches via rail to 35% by FY 2030-31, leveraging in-plant railway sidings at Gujarat and Haryana facilities. E. Other Targets 6. Improve gender diversity and achieve 11% representation of women in total employees by FY2030-31. 7. Promote circular economy a. Minimising waste generation and maximising waste recycling b. Optimising water recycling efficiency and ensuring zero liquid discharge c. Continuously optimize and reduce the use of packaging material and eliminate the use of ‘Single Use Plastics’. 8. Strive to exceed customer expectations by delivering products that embody world-class quality, outstanding safety standards, and an exceptional ownership experience. 9 Aim to achieve ‘Zero Incidents’ amongst employees across all operations MSIL is committed to support India’s ambition of Net Zero by 2070. To achieve this goal, the company has taken short, medium and long-term targets across various functions which are mentioned below: A. Design for recycling: 1. Ensure a minimum of 85% recyclability and 95% recoverability of materials used in vehicles manufactured by the company. B. Target for reducing carbon footprint in products: 2. Achieve the following powertrain mix for Passenger Vehicle sales in India by FY 2030–31 (percentage indicates share of each category in total passenger vehicle sales): • BEVs – 15%; • Hybrid Vehicles – 25%; • CNG/CBG Vehicles – 35%; and • Flex Fuel/Fuel-Efficient ICE Vehicles – 25% C. Target for reducing carbon footprint in manufacturing processes: 3. Increase solar power generation capacity to 319 MWp by FY 2030–31, thereby increasing the share of renewable electricity in total consumption from 22.8% in FY 2025-26 to approx. 85% by FY 2030-31. 4. The Company is promoting the use of Compressed Biogas (CBG) as a process fuel in its manufacturing operations. To further enhance the adoption of renewable fuels, it plans to commission an in-house CBG plant with a capacity of 10 TPD at the Kharkhoda facility by 2027. D. Target for reducing carbon footprint in logistics operations: 5. Increase the share of vehicle dispatches via rail to 35% by FY 2030-31, leveraging in-plant railway sidings at Gujarat and Haryana facilities. E. Other Targets 6. Improve gender diversity and achieve 11% representation of women in total employees by FY2030-31. 7. Promote circular economy a. Minimising waste generation and maximising waste recycling b. Optimising water recycling efficiency and ensuring zero liquid discharge c. Continuously optimize and reduce the use of packaging material and eliminate the use of ‘Single Use Plastics’. 8. Strive to exceed customer expectations by delivering products that embody world-class quality, outstanding safety standards, and an exceptional ownership experience. 9 Aim to achieve ‘Zero Incidents’ amongst employees across all operations MSIL is committed to support India’s ambition of Net Zero by 2070. To achieve this goal, the company has taken short, medium and long-term targets across various functions which are mentioned below: A. Design for recycling: 1. Ensure a minimum of 85% recyclability and 95% recoverability of materials used in vehicles manufactured by the company. B. Target for reducing carbon footprint in products: 2. Achieve the following powertrain mix for Passenger Vehicle sales in India by FY 2030–31 (percentage indicates share of each category in total passenger vehicle sales): • BEVs – 15%; • Hybrid Vehicles – 25%; • CNG/CBG Vehicles – 35%; and • Flex Fuel/Fuel-Efficient ICE Vehicles – 25% C. Target for reducing carbon footprint in manufacturing processes: 3. Increase solar power generation capacity to 319 MWp by FY 2030–31, thereby increasing the share of renewable electricity in total consumption from 22.8% in FY 2025-26 to approx. 85% by FY 2030-31. 4. The Company is promoting the use of Compressed Biogas (CBG) as a process fuel in its manufacturing operations. To further enhance the adoption of renewable fuels, it plans to commission an in-house CBG plant with a capacity of 10 TPD at the Kharkhoda facility by 2027. D. Target for reducing carbon footprint in logistics operations: 5. Increase the share of vehicle dispatches via rail to 35% by FY 2030-31, leveraging in-plant railway sidings at Gujarat and Haryana facilities. E. Other Targets 6. Improve gender diversity and achieve 11% representation of women in total employees by FY2030-31. 7. Promote circular economy a. Minimising waste generation and maximising waste recycling b. Optimising water recycling efficiency and ensuring zero liquid discharge c. Continuously optimize and reduce the use of packaging material and eliminate the use of ‘Single Use Plastics’. 8. Strive to exceed customer expectations by delivering products that embody world-class quality, outstanding safety standards, and an exceptional ownership experience. 9 Aim to achieve ‘Zero Incidents’ amongst employees across all operations MSIL is committed to support India’s ambition of Net Zero by 2070. To achieve this goal, the company has taken short, medium and long-term targets across various functions which are mentioned below: A. Design for recycling: 1. Ensure a minimum of 85% recyclability and 95% recoverability of materials used in vehicles manufactured by the company. B. Target for reducing carbon footprint in products: 2. Achieve the following powertrain mix for Passenger Vehicle sales in India by FY 2030–31 (percentage indicates share of each category in total passenger vehicle sales): • BEVs – 15%; • Hybrid Vehicles – 25%; • CNG/CBG Vehicles – 35%; and • Flex Fuel/Fuel-Efficient ICE Vehicles – 25% C. Target for reducing carbon footprint in manufacturing processes: 3. Increase solar power generation capacity to 319 MWp by FY 2030–31, thereby increasing the share of renewable electricity in total consumption from 22.8% in FY 2025-26 to approx. 85% by FY 2030-31. 4. The Company is promoting the use of Compressed Biogas (CBG) as a process fuel in its manufacturing operations. To further enhance the adoption of renewable fuels, it plans to commission an in-house CBG plant with a capacity of 10 TPD at the Kharkhoda facility by 2027. D. Target for reducing carbon footprint in logistics operations: 5. Increase the share of vehicle dispatches via rail to 35% by FY 2030-31, leveraging in-plant railway sidings at Gujarat and Haryana facilities. E. Other Targets 6. Improve gender diversity and achieve 11% representation of women in total employees by FY2030-31. 7. Promote circular economy a. Minimising waste generation and maximising waste recycling b. Optimising water recycling efficiency and ensuring zero liquid discharge c. Continuously optimize and reduce the use of packaging material and eliminate the use of ‘Single Use Plastics’. 8. Strive to exceed customer expectations by delivering products that embody world-class quality, outstanding safety standards, and an exceptional ownership experience. 9 Aim to achieve ‘Zero Incidents’ amongst employees across all operations MSIL is committed to support India’s ambition of Net Zero by 2070. To achieve this goal, the company has taken short, medium and long-term targets across various functions which are mentioned below: A. Design for recycling: 1. Ensure a minimum of 85% recyclability and 95% recoverability of materials used in vehicles manufactured by the company. B. Target for reducing carbon footprint in products: 2. Achieve the following powertrain mix for Passenger Vehicle sales in India by FY 2030–31 (percentage indicates share of each category in total passenger vehicle sales): • BEVs – 15%; • Hybrid Vehicles – 25%; • CNG/CBG Vehicles – 35%; and • Flex Fuel/Fuel-Efficient ICE Vehicles – 25% C. Target for reducing carbon footprint in manufacturing processes: 3. Increase solar power generation capacity to 319 MWp by FY 2030–31, thereby increasing the share of renewable electricity in total consumption from 22.8% in FY 2025-26 to approx. 85% by FY 2030-31. 4. The Company is promoting the use of Compressed Biogas (CBG) as a process fuel in its manufacturing operations. To further enhance the adoption of renewable fuels, it plans to commission an in-house CBG plant with a capacity of 10 TPD at the Kharkhoda facility by 2027. D. Target for reducing carbon footprint in logistics operations: 5. Increase the share of vehicle dispatches via rail to 35% by FY 2030-31, leveraging in-plant railway sidings at Gujarat and Haryana facilities. E. Other Targets 6. Improve gender diversity and achieve 11% representation of women in total employees by FY2030-31. 7. Promote circular economy a. Minimising waste generation and maximising waste recycling b. Optimising water recycling efficiency and ensuring zero liquid discharge c. Continuously optimize and reduce the use of packaging material and eliminate the use of ‘Single Use Plastics’. 8. Strive to exceed customer expectations by delivering products that embody world-class quality, outstanding safety standards, and an exceptional ownership experience. 9 Aim to achieve ‘Zero Incidents’ amongst employees across all operations MSIL is committed to support India’s ambition of Net Zero by 2070. To achieve this goal, the company has taken short, medium and long-term targets across various functions which are mentioned below: A. Design for recycling: 1. Ensure a minimum of 85% recyclability and 95% recoverability of materials used in vehicles manufactured by the company. B. Target for reducing carbon footprint in products: 2. Achieve the following powertrain mix for Passenger Vehicle sales in India by FY 2030–31 (percentage indicates share of each category in total passenger vehicle sales): • BEVs – 15%; • Hybrid Vehicles – 25%; • CNG/CBG Vehicles – 35%; and • Flex Fuel/Fuel-Efficient ICE Vehicles – 25% C. Target for reducing carbon footprint in manufacturing processes: 3. Increase solar power generation capacity to 319 MWp by FY 2030–31, thereby increasing the share of renewable electricity in total consumption from 22.8% in FY 2025-26 to approx. 85% by FY 2030-31. 4. The Company is promoting the use of Compressed Biogas (CBG) as a process fuel in its manufacturing operations. To further enhance the adoption of renewable fuels, it plans to commission an in-house CBG plant with a capacity of 10 TPD at the Kharkhoda facility by 2027. D. Target for reducing carbon footprint in logistics operations: 5. Increase the share of vehicle dispatches via rail to 35% by FY 2030-31, leveraging in-plant railway sidings at Gujarat and Haryana facilities. E. Other Targets 6. Improve gender diversity and achieve 11% representation of women in total employees by FY2030-31. 7. Promote circular economy a. Minimising waste generation and maximising waste recycling b. Optimising water recycling efficiency and ensuring zero liquid discharge c. Continuously optimize and reduce the use of packaging material and eliminate the use of ‘Single Use Plastics’. 8. Strive to exceed customer expectations by delivering products that embody world-class quality, outstanding safety standards, and an exceptional ownership experience. 9 Aim to achieve ‘Zero Incidents’ amongst employees across all operations MSIL is committed to support India’s ambition of Net Zero by 2070. To achieve this goal, the company has taken short, medium and long-term targets across various functions which are mentioned below: A. Design for recycling: 1. Ensure a minimum of 85% recyclability and 95% recoverability of materials used in vehicles manufactured by the company. B. Target for reducing carbon footprint in products: 2. Achieve the following powertrain mix for Passenger Vehicle sales in India by FY 2030–31 (percentage indicates share of each category in total passenger vehicle sales): • BEVs – 15%; • Hybrid Vehicles – 25%; • CNG/CBG Vehicles – 35%; and • Flex Fuel/Fuel-Efficient ICE Vehicles – 25% C. Target for reducing carbon footprint in manufacturing processes: 3. Increase solar power generation capacity to 319 MWp by FY 2030–31, thereby increasing the share of renewable electricity in total consumption from 22.8% in FY 2025-26 to approx. 85% by FY 2030-31. 4. The Company is promoting the use of Compressed Biogas (CBG) as a process fuel in its manufacturing operations. To further enhance the adoption of renewable fuels, it plans to commission an in-house CBG plant with a capacity of 10 TPD at the Kharkhoda facility by 2027. D. Target for reducing carbon footprint in logistics operations: 5. Increase the share of vehicle dispatches via rail to 35% by FY 2030-31, leveraging in-plant railway sidings at Gujarat and Haryana facilities. E. Other Targets 6. Improve gender diversity and achieve 11% representation of women in total employees by FY2030-31. 7. Promote circular economy a. Minimising waste generation and maximising waste recycling b. Optimising water recycling efficiency and ensuring zero liquid discharge c. Continuously optimize and reduce the use of packaging material and eliminate the use of ‘Single Use Plastics’. 8. Strive to exceed customer expectations by delivering products that embody world-class quality, outstanding safety standards, and an exceptional ownership experience. 9 Aim to achieve ‘Zero Incidents’ amongst employees across all operations MSIL is committed to support India’s ambition of Net Zero by 2070. To achieve this goal, the company has taken short, medium and long-term targets across various functions which are mentioned below: A. Design for recycling: 1. Ensure a minimum of 85% recyclability and 95% recoverability of materials used in vehicles manufactured by the company. B. Target for reducing carbon footprint in products: 2. Achieve the following powertrain mix for Passenger Vehicle sales in India by FY 2030–31 (percentage indicates share of each category in total passenger vehicle sales): • BEVs – 15%; • Hybrid Vehicles – 25%; • CNG/CBG Vehicles – 35%; and • Flex Fuel/Fuel-Efficient ICE Vehicles – 25% C. Target for reducing carbon footprint in manufacturing processes: 3. Increase solar power generation capacity to 319 MWp by FY 2030–31, thereby increasing the share of renewable electricity in total consumption from 22.8% in FY 2025-26 to approx. 85% by FY 2030-31. 4. The Company is promoting the use of Compressed Biogas (CBG) as a process fuel in its manufacturing operations. To further enhance the adoption of renewable fuels, it plans to commission an in-house CBG plant with a capacity of 10 TPD at the Kharkhoda facility by 2027. D. Target for reducing carbon footprint in logistics operations: 5. Increase the share of vehicle dispatches via rail to 35% by FY 2030-31, leveraging in-plant railway sidings at Gujarat and Haryana facilities. E. Other Targets 6. Improve gender diversity and achieve 11% representation of women in total employees by FY2030-31. 7. Promote circular economy a. Minimising waste generation and maximising waste recycling b. Optimising water recycling efficiency and ensuring zero liquid discharge c. Continuously optimize and reduce the use of packaging material and eliminate the use of ‘Single Use Plastics’. 8. Strive to exceed customer expectations by delivering products that embody world-class quality, outstanding safety standards, and an exceptional ownership experience. 9 Aim to achieve ‘Zero Incidents’ amongst employees across all operations The Company continuously monitors its progress against established commitments, goals, and targets. In cases where performance falls short, it undertakes root-cause analysis and implements corrective actions to realign outcomes. Performance against each of the targets mentioned above under point 5 has been detailed here: A. Performance against design for recycling: 1. Achieved an average recyclability of 92% and recoverability of 99% in the products manufactured by the Company, exceeding the target of a minimum 85% recyclability and 95% recoverability for materials used in vehicles. B. Performance against the target for reducing carbon footprint in products: 2. The Company’s average fleet CO2 emissions remained significantly below the industry average and consistently outperformed the prescribed Corporate Average Fuel Economy (CAFE) targets during both Phase I (FY2017-18 to FY2021-22) and Phase II (from FY2022-23 onwards). In FY2025-26, against a CAFE target of 110.93 g CO2/km for its fleet, the Company achieved average fleet emissions of 99.56 g CO2/km. C. Performance against the target for reducing carbon footprint in manufacturing processes: 3. The Company is increasing the use of renewable electricity across its manufacturing facilities through a combination of in-house solar power generation and external green power procurement. In FY2025-26, renewable sources accounted for nearly 22.8% of the electricity consumed at its manufacturing facilities. The Company’s installed solar capacity stood at 79.1 MWp, complemented by a Hybrid Renewable Energy PPA of over 42 MW at the Hansalpur facility. Additionally, the Kharkhoda plant transitioned to 100% renewable electricity as its primary power source in March 2026. 4. The Company currently operates a Compressed Biogas (CBG) plant at its Manesar facility with an output of 0.7 TPD. To further scale CBG use in manufacturing processes, a 10 TPD CBG plant is under construction and scheduled to be commissioned by 2027 at its Kharkhoda facility. D. Target for reducing carbon footprint in logistics operations: 5. During FY 2025-26, railway dispatches increased to 613,897 vehicles, taking the rail share in total dispatches to 26.5%, up from 24.4%% in FY 2024-25. E. Other Targets: 6. Women representation in total regular employees improved to about 5.2% of regular employees in FY2025-26. The Company is taking measures to improve gender diversity in production shopfloor as well. 7. Promoting Circular Economy a.100% of non-hazardous waste was recycled, and nearly 100% of hazardous waste was either recycled or co-processed, ensuring zero waste to landfill. b. Nearly two-thirds of the Company’s total water requirement is met through recycled water. There is zero use of groundwater for manufacturing operations, and the Company continues to maintain zero liquid discharge across its facilities. c. To reduce plastic packaging consumption, it has adopted the ‘Eliminate-Alternate-Reduce’ (EAR) strategy, with over 20% of packaging material for Knocked Down (KD) kits and components being reused. In FY 2025-26, the Company enabled the recycling of more than 2,819 MT of plastic packaging. 8. VICTORIS and e VITARA have achieved 5-star safety rating under the Bharat New Car Assessment Program (BNCAP). 9. Safety incidents declined in FY2025–26 compared to the previous year. The Company remains committed to continuously strengthening its safety practices as it progresses towards its aim of zero incidents. The Company continuously monitors its progress against established commitments, goals, and targets. In cases where performance falls short, it undertakes root-cause analysis and implements corrective actions to realign outcomes. Performance against each of the targets mentioned above under point 5 has been detailed here: A. Performance against design for recycling: 1. Achieved an average recyclability of 92% and recoverability of 99% in the products manufactured by the Company, exceeding the target of a minimum 85% recyclability and 95% recoverability for materials used in vehicles. B. Performance against the target for reducing carbon footprint in products: 2. The Company’s average fleet CO2 emissions remained significantly below the industry average and consistently outperformed the prescribed Corporate Average Fuel Economy (CAFE) targets during both Phase I (FY2017-18 to FY2021-22) and Phase II (from FY2022-23 onwards). In FY2025-26, against a CAFE target of 110.93 g CO2/km for its fleet, the Company achieved average fleet emissions of 99.56 g CO2/km. C. Performance against the target for reducing carbon footprint in manufacturing processes: 3. The Company is increasing the use of renewable electricity across its manufacturing facilities through a combination of in-house solar power generation and external green power procurement. In FY2025-26, renewable sources accounted for nearly 22.8% of the electricity consumed at its manufacturing facilities. The Company’s installed solar capacity stood at 79.1 MWp, complemented by a Hybrid Renewable Energy PPA of over 42 MW at the Hansalpur facility. Additionally, the Kharkhoda plant transitioned to 100% renewable electricity as its primary power source in March 2026. 4. The Company currently operates a Compressed Biogas (CBG) plant at its Manesar facility with an output of 0.7 TPD. To further scale CBG use in manufacturing processes, a 10 TPD CBG plant is under construction and scheduled to be commissioned by 2027 at its Kharkhoda facility. D. Target for reducing carbon footprint in logistics operations: 5. During FY 2025-26, railway dispatches increased to 613,897 vehicles, taking the rail share in total dispatches to 26.5%, up from 24.4%% in FY 2024-25. E. Other Targets: 6. Women representation in total regular employees improved to about 5.2% of regular employees in FY2025-26. The Company is taking measures to improve gender diversity in production shopfloor as well. 7. Promoting Circular Economy a.100% of non-hazardous waste was recycled, and nearly 100% of hazardous waste was either recycled or co-processed, ensuring zero waste to landfill. b. Nearly two-thirds of the Company’s total water requirement is met through recycled water. There is zero use of groundwater for manufacturing operations, and the Company continues to maintain zero liquid discharge across its facilities. c. To reduce plastic packaging consumption, it has adopted the ‘Eliminate-Alternate-Reduce’ (EAR) strategy, with over 20% of packaging material for Knocked Down (KD) kits and components being reused. In FY 2025-26, the Company enabled the recycling of more than 2,819 MT of plastic packaging. 8. VICTORIS and e VITARA have achieved 5-star safety rating under the Bharat New Car Assessment Program (BNCAP). 9. Safety incidents declined in FY2025–26 compared to the previous year. The Company remains committed to continuously strengthening its safety practices as it progresses towards its aim of zero incidents. The Company continuously monitors its progress against established commitments, goals, and targets. In cases where performance falls short, it undertakes root-cause analysis and implements corrective actions to realign outcomes. Performance against each of the targets mentioned above under point 5 has been detailed here: A. Performance against design for recycling: 1. Achieved an average recyclability of 92% and recoverability of 99% in the products manufactured by the Company, exceeding the target of a minimum 85% recyclability and 95% recoverability for materials used in vehicles. B. Performance against the target for reducing carbon footprint in products: 2. The Company’s average fleet CO2 emissions remained significantly below the industry average and consistently outperformed the prescribed Corporate Average Fuel Economy (CAFE) targets during both Phase I (FY2017-18 to FY2021-22) and Phase II (from FY2022-23 onwards). In FY2025-26, against a CAFE target of 110.93 g CO2/km for its fleet, the Company achieved average fleet emissions of 99.56 g CO2/km. C. Performance against the target for reducing carbon footprint in manufacturing processes: 3. The Company is increasing the use of renewable electricity across its manufacturing facilities through a combination of in-house solar power generation and external green power procurement. In FY2025-26, renewable sources accounted for nearly 22.8% of the electricity consumed at its manufacturing facilities. The Company’s installed solar capacity stood at 79.1 MWp, complemented by a Hybrid Renewable Energy PPA of over 42 MW at the Hansalpur facility. Additionally, the Kharkhoda plant transitioned to 100% renewable electricity as its primary power source in March 2026. 4. The Company currently operates a Compressed Biogas (CBG) plant at its Manesar facility with an output of 0.7 TPD. To further scale CBG use in manufacturing processes, a 10 TPD CBG plant is under construction and scheduled to be commissioned by 2027 at its Kharkhoda facility. D. Target for reducing carbon footprint in logistics operations: 5. During FY 2025-26, railway dispatches increased to 613,897 vehicles, taking the rail share in total dispatches to 26.5%, up from 24.4%% in FY 2024-25. E. Other Targets: 6. Women representation in total regular employees improved to about 5.2% of regular employees in FY2025-26. The Company is taking measures to improve gender diversity in production shopfloor as well. 7. Promoting Circular Economy a.100% of non-hazardous waste was recycled, and nearly 100% of hazardous waste was either recycled or co-processed, ensuring zero waste to landfill. b. Nearly two-thirds of the Company’s total water requirement is met through recycled water. There is zero use of groundwater for manufacturing operations, and the Company continues to maintain zero liquid discharge across its facilities. c. To reduce plastic packaging consumption, it has adopted the ‘Eliminate-Alternate-Reduce’ (EAR) strategy, with over 20% of packaging material for Knocked Down (KD) kits and components being reused. In FY 2025-26, the Company enabled the recycling of more than 2,819 MT of plastic packaging. 8. VICTORIS and e VITARA have achieved 5-star safety rating under the Bharat New Car Assessment Program (BNCAP). 9. Safety incidents declined in FY2025–26 compared to the previous year. The Company remains committed to continuously strengthening its safety practices as it progresses towards its aim of zero incidents. The Company continuously monitors its progress against established commitments, goals, and targets. In cases where performance falls short, it undertakes root-cause analysis and implements corrective actions to realign outcomes. Performance against each of the targets mentioned above under point 5 has been detailed here: A. Performance against design for recycling: 1. Achieved an average recyclability of 92% and recoverability of 99% in the products manufactured by the Company, exceeding the target of a minimum 85% recyclability and 95% recoverability for materials used in vehicles. B. Performance against the target for reducing carbon footprint in products: 2. The Company’s average fleet CO2 emissions remained significantly below the industry average and consistently outperformed the prescribed Corporate Average Fuel Economy (CAFE) targets during both Phase I (FY2017-18 to FY2021-22) and Phase II (from FY2022-23 onwards). In FY2025-26, against a CAFE target of 110.93 g CO2/km for its fleet, the Company achieved average fleet emissions of 99.56 g CO2/km. C. Performance against the target for reducing carbon footprint in manufacturing processes: 3. The Company is increasing the use of renewable electricity across its manufacturing facilities through a combination of in-house solar power generation and external green power procurement. In FY2025-26, renewable sources accounted for nearly 22.8% of the electricity consumed at its manufacturing facilities. The Company’s installed solar capacity stood at 79.1 MWp, complemented by a Hybrid Renewable Energy PPA of over 42 MW at the Hansalpur facility. Additionally, the Kharkhoda plant transitioned to 100% renewable electricity as its primary power source in March 2026. 4. The Company currently operates a Compressed Biogas (CBG) plant at its Manesar facility with an output of 0.7 TPD. To further scale CBG use in manufacturing processes, a 10 TPD CBG plant is under construction and scheduled to be commissioned by 2027 at its Kharkhoda facility. D. Target for reducing carbon footprint in logistics operations: 5. During FY 2025-26, railway dispatches increased to 613,897 vehicles, taking the rail share in total dispatches to 26.5%, up from 24.4%% in FY 2024-25. E. Other Targets: 6. Women representation in total regular employees improved to about 5.2% of regular employees in FY2025-26. The Company is taking measures to improve gender diversity in production shopfloor as well. 7. Promoting Circular Economy a.100% of non-hazardous waste was recycled, and nearly 100% of hazardous waste was either recycled or co-processed, ensuring zero waste to landfill. b. Nearly two-thirds of the Company’s total water requirement is met through recycled water. There is zero use of groundwater for manufacturing operations, and the Company continues to maintain zero liquid discharge across its facilities. c. To reduce plastic packaging consumption, it has adopted the ‘Eliminate-Alternate-Reduce’ (EAR) strategy, with over 20% of packaging material for Knocked Down (KD) kits and components being reused. In FY 2025-26, the Company enabled the recycling of more than 2,819 MT of plastic packaging. 8. VICTORIS and e VITARA have achieved 5-star safety rating under the Bharat New Car Assessment Program (BNCAP). 9. Safety incidents declined in FY2025–26 compared to the previous year. The Company remains committed to continuously strengthening its safety practices as it progresses towards its aim of zero incidents. The Company continuously monitors its progress against established commitments, goals, and targets. In cases where performance falls short, it undertakes root-cause analysis and implements corrective actions to realign outcomes. Performance against each of the targets mentioned above under point 5 has been detailed here: A. Performance against design for recycling: 1. Achieved an average recyclability of 92% and recoverability of 99% in the products manufactured by the Company, exceeding the target of a minimum 85% recyclability and 95% recoverability for materials used in vehicles. B. Performance against the target for reducing carbon footprint in products: 2. The Company’s average fleet CO2 emissions remained significantly below the industry average and consistently outperformed the prescribed Corporate Average Fuel Economy (CAFE) targets during both Phase I (FY2017-18 to FY2021-22) and Phase II (from FY2022-23 onwards). In FY2025-26, against a CAFE target of 110.93 g CO2/km for its fleet, the Company achieved average fleet emissions of 99.56 g CO2/km. C. Performance against the target for reducing carbon footprint in manufacturing processes: 3. The Company is increasing the use of renewable electricity across its manufacturing facilities through a combination of in-house solar power generation and external green power procurement. In FY2025-26, renewable sources accounted for nearly 22.8% of the electricity consumed at its manufacturing facilities. The Company’s installed solar capacity stood at 79.1 MWp, complemented by a Hybrid Renewable Energy PPA of over 42 MW at the Hansalpur facility. Additionally, the Kharkhoda plant transitioned to 100% renewable electricity as its primary power source in March 2026. 4. The Company currently operates a Compressed Biogas (CBG) plant at its Manesar facility with an output of 0.7 TPD. To further scale CBG use in manufacturing processes, a 10 TPD CBG plant is under construction and scheduled to be commissioned by 2027 at its Kharkhoda facility. D. Target for reducing carbon footprint in logistics operations: 5. During FY 2025-26, railway dispatches increased to 613,897 vehicles, taking the rail share in total dispatches to 26.5%, up from 24.4%% in FY 2024-25. E. Other Targets: 6. Women representation in total regular employees improved to about 5.2% of regular employees in FY2025-26. The Company is taking measures to improve gender diversity in production shopfloor as well. 7. Promoting Circular Economy a.100% of non-hazardous waste was recycled, and nearly 100% of hazardous waste was either recycled or co-processed, ensuring zero waste to landfill. b. Nearly two-thirds of the Company’s total water requirement is met through recycled water. There is zero use of groundwater for manufacturing operations, and the Company continues to maintain zero liquid discharge across its facilities. c. To reduce plastic packaging consumption, it has adopted the ‘Eliminate-Alternate-Reduce’ (EAR) strategy, with over 20% of packaging material for Knocked Down (KD) kits and components being reused. In FY 2025-26, the Company enabled the recycling of more than 2,819 MT of plastic packaging. 8. VICTORIS and e VITARA have achieved 5-star safety rating under the Bharat New Car Assessment Program (BNCAP). 9. Safety incidents declined in FY2025–26 compared to the previous year. The Company remains committed to continuously strengthening its safety practices as it progresses towards its aim of zero incidents. The Company continuously monitors its progress against established commitments, goals, and targets. In cases where performance falls short, it undertakes root-cause analysis and implements corrective actions to realign outcomes. Performance against each of the targets mentioned above under point 5 has been detailed here: A. Performance against design for recycling: 1. Achieved an average recyclability of 92% and recoverability of 99% in the products manufactured by the Company, exceeding the target of a minimum 85% recyclability and 95% recoverability for materials used in vehicles. B. Performance against the target for reducing carbon footprint in products: 2. The Company’s average fleet CO2 emissions remained significantly below the industry average and consistently outperformed the prescribed Corporate Average Fuel Economy (CAFE) targets during both Phase I (FY2017-18 to FY2021-22) and Phase II (from FY2022-23 onwards). In FY2025-26, against a CAFE target of 110.93 g CO2/km for its fleet, the Company achieved average fleet emissions of 99.56 g CO2/km. C. Performance against the target for reducing carbon footprint in manufacturing processes: 3. The Company is increasing the use of renewable electricity across its manufacturing facilities through a combination of in-house solar power generation and external green power procurement. In FY2025-26, renewable sources accounted for nearly 22.8% of the electricity consumed at its manufacturing facilities. The Company’s installed solar capacity stood at 79.1 MWp, complemented by a Hybrid Renewable Energy PPA of over 42 MW at the Hansalpur facility. Additionally, the Kharkhoda plant transitioned to 100% renewable electricity as its primary power source in March 2026. 4. The Company currently operates a Compressed Biogas (CBG) plant at its Manesar facility with an output of 0.7 TPD. To further scale CBG use in manufacturing processes, a 10 TPD CBG plant is under construction and scheduled to be commissioned by 2027 at its Kharkhoda facility. D. Target for reducing carbon footprint in logistics operations: 5. During FY 2025-26, railway dispatches increased to 613,897 vehicles, taking the rail share in total dispatches to 26.5%, up from 24.4%% in FY 2024-25. E. Other Targets: 6. Women representation in total regular employees improved to about 5.2% of regular employees in FY2025-26. The Company is taking measures to improve gender diversity in production shopfloor as well. 7. Promoting Circular Economy a.100% of non-hazardous waste was recycled, and nearly 100% of hazardous waste was either recycled or co-processed, ensuring zero waste to landfill. b. Nearly two-thirds of the Company’s total water requirement is met through recycled water. There is zero use of groundwater for manufacturing operations, and the Company continues to maintain zero liquid discharge across its facilities. c. To reduce plastic packaging consumption, it has adopted the ‘Eliminate-Alternate-Reduce’ (EAR) strategy, with over 20% of packaging material for Knocked Down (KD) kits and components being reused. In FY 2025-26, the Company enabled the recycling of more than 2,819 MT of plastic packaging. 8. VICTORIS and e VITARA have achieved 5-star safety rating under the Bharat New Car Assessment Program (BNCAP). 9. Safety incidents declined in FY2025–26 compared to the previous year. The Company remains committed to continuously strengthening its safety practices as it progresses towards its aim of zero incidents. The Company continuously monitors its progress against established commitments, goals, and targets. In cases where performance falls short, it undertakes root-cause analysis and implements corrective actions to realign outcomes. Performance against each of the targets mentioned above under point 5 has been detailed here: A. Performance against design for recycling: 1. Achieved an average recyclability of 92% and recoverability of 99% in the products manufactured by the Company, exceeding the target of a minimum 85% recyclability and 95% recoverability for materials used in vehicles. B. Performance against the target for reducing carbon footprint in products: 2. The Company’s average fleet CO2 emissions remained significantly below the industry average and consistently outperformed the prescribed Corporate Average Fuel Economy (CAFE) targets during both Phase I (FY2017-18 to FY2021-22) and Phase II (from FY2022-23 onwards). In FY2025-26, against a CAFE target of 110.93 g CO2/km for its fleet, the Company achieved average fleet emissions of 99.56 g CO2/km. C. Performance against the target for reducing carbon footprint in manufacturing processes: 3. The Company is increasing the use of renewable electricity across its manufacturing facilities through a combination of in-house solar power generation and external green power procurement. In FY2025-26, renewable sources accounted for nearly 22.8% of the electricity consumed at its manufacturing facilities. The Company’s installed solar capacity stood at 79.1 MWp, complemented by a Hybrid Renewable Energy PPA of over 42 MW at the Hansalpur facility. Additionally, the Kharkhoda plant transitioned to 100% renewable electricity as its primary power source in March 2026. 4. The Company currently operates a Compressed Biogas (CBG) plant at its Manesar facility with an output of 0.7 TPD. To further scale CBG use in manufacturing processes, a 10 TPD CBG plant is under construction and scheduled to be commissioned by 2027 at its Kharkhoda facility. D. Target for reducing carbon footprint in logistics operations: 5. During FY 2025-26, railway dispatches increased to 613,897 vehicles, taking the rail share in total dispatches to 26.5%, up from 24.4%% in FY 2024-25. E. Other Targets: 6. Women representation in total regular employees improved to about 5.2% of regular employees in FY2025-26. The Company is taking measures to improve gender diversity in production shopfloor as well. 7. Promoting Circular Economy a.100% of non-hazardous waste was recycled, and nearly 100% of hazardous waste was either recycled or co-processed, ensuring zero waste to landfill. b. Nearly two-thirds of the Company’s total water requirement is met through recycled water. There is zero use of groundwater for manufacturing operations, and the Company continues to maintain zero liquid discharge across its facilities. c. To reduce plastic packaging consumption, it has adopted the ‘Eliminate-Alternate-Reduce’ (EAR) strategy, with over 20% of packaging material for Knocked Down (KD) kits and components being reused. In FY 2025-26, the Company enabled the recycling of more than 2,819 MT of plastic packaging. 8. VICTORIS and e VITARA have achieved 5-star safety rating under the Bharat New Car Assessment Program (BNCAP). 9. Safety incidents declined in FY2025–26 compared to the previous year. The Company remains committed to continuously strengthening its safety practices as it progresses towards its aim of zero incidents. The Company continuously monitors its progress against established commitments, goals, and targets. In cases where performance falls short, it undertakes root-cause analysis and implements corrective actions to realign outcomes. Performance against each of the targets mentioned above under point 5 has been detailed here: A. Performance against design for recycling: 1. Achieved an average recyclability of 92% and recoverability of 99% in the products manufactured by the Company, exceeding the target of a minimum 85% recyclability and 95% recoverability for materials used in vehicles. B. Performance against the target for reducing carbon footprint in products: 2. The Company’s average fleet CO2 emissions remained significantly below the industry average and consistently outperformed the prescribed Corporate Average Fuel Economy (CAFE) targets during both Phase I (FY2017-18 to FY2021-22) and Phase II (from FY2022-23 onwards). In FY2025-26, against a CAFE target of 110.93 g CO2/km for its fleet, the Company achieved average fleet emissions of 99.56 g CO2/km. C. Performance against the target for reducing carbon footprint in manufacturing processes: 3. The Company is increasing the use of renewable electricity across its manufacturing facilities through a combination of in-house solar power generation and external green power procurement. In FY2025-26, renewable sources accounted for nearly 22.8% of the electricity consumed at its manufacturing facilities. The Company’s installed solar capacity stood at 79.1 MWp, complemented by a Hybrid Renewable Energy PPA of over 42 MW at the Hansalpur facility. Additionally, the Kharkhoda plant transitioned to 100% renewable electricity as its primary power source in March 2026. 4. The Company currently operates a Compressed Biogas (CBG) plant at its Manesar facility with an output of 0.7 TPD. To further scale CBG use in manufacturing processes, a 10 TPD CBG plant is under construction and scheduled to be commissioned by 2027 at its Kharkhoda facility. D. Target for reducing carbon footprint in logistics operations: 5. During FY 2025-26, railway dispatches increased to 613,897 vehicles, taking the rail share in total dispatches to 26.5%, up from 24.4%% in FY 2024-25. E. Other Targets: 6. Women representation in total regular employees improved to about 5.2% of regular employees in FY2025-26. The Company is taking measures to improve gender diversity in production shopfloor as well. 7. Promoting Circular Economy a.100% of non-hazardous waste was recycled, and nearly 100% of hazardous waste was either recycled or co-processed, ensuring zero waste to landfill. b. Nearly two-thirds of the Company’s total water requirement is met through recycled water. There is zero use of groundwater for manufacturing operations, and the Company continues to maintain zero liquid discharge across its facilities. c. To reduce plastic packaging consumption, it has adopted the ‘Eliminate-Alternate-Reduce’ (EAR) strategy, with over 20% of packaging material for Knocked Down (KD) kits and components being reused. In FY 2025-26, the Company enabled the recycling of more than 2,819 MT of plastic packaging. 8. VICTORIS and e VITARA have achieved 5-star safety rating under the Bharat New Car Assessment Program (BNCAP). 9. Safety incidents declined in FY2025–26 compared to the previous year. The Company remains committed to continuously strengthening its safety practices as it progresses towards its aim of zero incidents. The Company continuously monitors its progress against established commitments, goals, and targets. In cases where performance falls short, it undertakes root-cause analysis and implements corrective actions to realign outcomes. Performance against each of the targets mentioned above under point 5 has been detailed here: A. Performance against design for recycling: 1. Achieved an average recyclability of 92% and recoverability of 99% in the products manufactured by the Company, exceeding the target of a minimum 85% recyclability and 95% recoverability for materials used in vehicles. B. Performance against the target for reducing carbon footprint in products: 2. The Company’s average fleet CO2 emissions remained significantly below the industry average and consistently outperformed the prescribed Corporate Average Fuel Economy (CAFE) targets during both Phase I (FY2017-18 to FY2021-22) and Phase II (from FY2022-23 onwards). In FY2025-26, against a CAFE target of 110.93 g CO2/km for its fleet, the Company achieved average fleet emissions of 99.56 g CO2/km. C. Performance against the target for reducing carbon footprint in manufacturing processes: 3. The Company is increasing the use of renewable electricity across its manufacturing facilities through a combination of in-house solar power generation and external green power procurement. In FY2025-26, renewable sources accounted for nearly 22.8% of the electricity consumed at its manufacturing facilities. The Company’s installed solar capacity stood at 79.1 MWp, complemented by a Hybrid Renewable Energy PPA of over 42 MW at the Hansalpur facility. Additionally, the Kharkhoda plant transitioned to 100% renewable electricity as its primary power source in March 2026. 4. The Company currently operates a Compressed Biogas (CBG) plant at its Manesar facility with an output of 0.7 TPD. To further scale CBG use in manufacturing processes, a 10 TPD CBG plant is under construction and scheduled to be commissioned by 2027 at its Kharkhoda facility. D. Target for reducing carbon footprint in logistics operations: 5. During FY 2025-26, railway dispatches increased to 613,897 vehicles, taking the rail share in total dispatches to 26.5%, up from 24.4%% in FY 2024-25. E. Other Targets: 6. Women representation in total regular employees improved to about 5.2% of regular employees in FY2025-26. The Company is taking measures to improve gender diversity in production shopfloor as well. 7. Promoting Circular Economy a.100% of non-hazardous waste was recycled, and nearly 100% of hazardous waste was either recycled or co-processed, ensuring zero waste to landfill. b. Nearly two-thirds of the Company’s total water requirement is met through recycled water. There is zero use of groundwater for manufacturing operations, and the Company continues to maintain zero liquid discharge across its facilities. c. To reduce plastic packaging consumption, it has adopted the ‘Eliminate-Alternate-Reduce’ (EAR) strategy, with over 20% of packaging material for Knocked Down (KD) kits and components being reused. In FY 2025-26, the Company enabled the recycling of more than 2,819 MT of plastic packaging. 8. VICTORIS and e VITARA have achieved 5-star safety rating under the Bharat New Car Assessment Program (BNCAP). 9. Safety incidents declined in FY2025–26 compared to the previous year. The Company remains committed to continuously strengthening its safety practices as it progresses towards its aim of zero incidents. Please refer to Message from the Managing Director and CEO section of the Annual Integrated Report FY 2025-26 on page 48.Mr. Hisashi Takeuchi, Managing Director and CEO (DIN: 07806180)YesThe Company has constituted a Board-level Sustainability Committee responsible for oversight of the Company’s sustainability related matters. In addition, other Board Committees play a supportive role within their defined areas: the Audit Committee reviews the functioning of the whistle-blower mechanism and fraud prevention measures; the CSR Committee ensures effective implementation of community development projects; and the Risk Management Committee oversees the formulation and implementation of the Risk Management Policy, which includes ESG-related risks. The Company also has an Executive Director overseeing the Sustainability function, Mr. Kenichiro Toyofuku (DIN: 08619076). Composition of Sustainability Committee Name Category Designation Mr. R. C. Bhargava Non-Executive Director Chairman Mr. Hisashi Takeuchi Executive Director Member Mr. Kenichiro Toyofuku Executive Director Member Mr. Maheswar Sahu Independent Director Member Ms. Lira Goswami Independent Director Member Ms. Anjali Bansal Independent Director Member Ms. Ireena Vittal Independent Director Member DirectorDirectorDirectorDirectorDirectorDirectorDirectorDirectorDirectorAny other CommitteeAny other CommitteeAny other CommitteeAny other CommitteeAny other CommitteeAny other CommitteeAny other CommitteeAny other CommitteeAny other CommitteeYes, the Company complies with the applicable statutory requirements.Yes, the Company complies with the applicable statutory requirements.Yes, the Company complies with the applicable statutory requirements.Yes, the Company complies with the applicable statutory requirements.Yes, the Company complies with the applicable statutory requirements.Yes, the Company complies with the applicable statutory requirements.Yes, the Company complies with the applicable statutory requirements.Yes, the Company complies with the applicable statutory requirements.Yes, the Company complies with the applicable statutory requirements.Any otherAny otherAny otherAny otherAny otherAny otherAny otherAny otherAny otherAny otherAny otherAny otherAny otherAny otherAny otherAny otherAny otherAny otherYes, the Company’s overall performance, including sustainability areas, is communicated to the Directors/ Management periodically through monthly Business Review Meetings. Yes, the Company’s overall performance, including sustainability areas, is communicated to the Directors/ Management periodically through monthly Business Review Meetings. Yes, the Company’s overall performance, including sustainability areas, is communicated to the Directors/ Management periodically through monthly Business Review Meetings. Yes, the Company’s overall performance, including sustainability areas, is communicated to the Directors/ Management periodically through monthly Business Review Meetings. Yes, the Company’s overall performance, including sustainability areas, is communicated to the Directors/ Management periodically through monthly Business Review Meetings. Yes, the Company’s overall performance, including sustainability areas, is communicated to the Directors/ Management periodically through monthly Business Review Meetings. Yes, the Company’s overall performance, including sustainability areas, is communicated to the Directors/ Management periodically through monthly Business Review Meetings. Yes, the Company’s overall performance, including sustainability areas, is communicated to the Directors/ Management periodically through monthly Business Review Meetings. Yes, the Company’s overall performance, including sustainability areas, is communicated to the Directors/ Management periodically through monthly Business Review Meetings. Yes, the Company complies with the applicable statutory requirements.Yes, the Company complies with the applicable statutory requirements.Yes, the Company complies with the applicable statutory requirements.Yes, the Company complies with the applicable statutory requirements.Yes, the Company complies with the applicable statutory requirements.Yes, the Company complies with the applicable statutory requirements.Yes, the Company complies with the applicable statutory requirements.Yes, the Company complies with the applicable statutory requirements.Yes, the Company complies with the applicable statutory requirements.truetruetruetruetruetruetruetruetrueYes, the Company periodically onboards independent third-party agencies to assure, assess or verify the effectiveness of its policies and procedures. Financial statements of the company have been assured by Price Waterhouse Chartered Accountants LLP whereas some of the key non-financial disclosures have been independently verified by Bureau Veritas (India) Private Limited. The Company further periodically engages agencies to verify the working of its Quality Management System, Environment Management System, Occupational Health & Safety Management System, Information Security Management System etc.Yes, the Company periodically onboards independent third-party agencies to assure, assess or verify the effectiveness of its policies and procedures. Financial statements of the company have been assured by Price Waterhouse Chartered Accountants LLP whereas some of the key non-financial disclosures have been independently verified by Bureau Veritas (India) Private Limited. The Company further periodically engages agencies to verify the working of its Quality Management System, Environment Management System, Occupational Health & Safety Management System, Information Security Management System etc.Yes, the Company periodically onboards independent third-party agencies to assure, assess or verify the effectiveness of its policies and procedures. Financial statements of the company have been assured by Price Waterhouse Chartered Accountants LLP whereas some of the key non-financial disclosures have been independently verified by Bureau Veritas (India) Private Limited. The Company further periodically engages agencies to verify the working of its Quality Management System, Environment Management System, Occupational Health & Safety Management System, Information Security Management System etc.Yes, the Company periodically onboards independent third-party agencies to assure, assess or verify the effectiveness of its policies and procedures. Financial statements of the company have been assured by Price Waterhouse Chartered Accountants LLP whereas some of the key non-financial disclosures have been independently verified by Bureau Veritas (India) Private Limited. The Company further periodically engages agencies to verify the working of its Quality Management System, Environment Management System, Occupational Health & Safety Management System, Information Security Management System etc.Yes, the Company periodically onboards independent third-party agencies to assure, assess or verify the effectiveness of its policies and procedures. Financial statements of the company have been assured by Price Waterhouse Chartered Accountants LLP whereas some of the key non-financial disclosures have been independently verified by Bureau Veritas (India) Private Limited. The Company further periodically engages agencies to verify the working of its Quality Management System, Environment Management System, Occupational Health & Safety Management System, Information Security Management System etc.Yes, the Company periodically onboards independent third-party agencies to assure, assess or verify the effectiveness of its policies and procedures. Financial statements of the company have been assured by Price Waterhouse Chartered Accountants LLP whereas some of the key non-financial disclosures have been independently verified by Bureau Veritas (India) Private Limited. The Company further periodically engages agencies to verify the working of its Quality Management System, Environment Management System, Occupational Health & Safety Management System, Information Security Management System etc.Yes, the Company periodically onboards independent third-party agencies to assure, assess or verify the effectiveness of its policies and procedures. Financial statements of the company have been assured by Price Waterhouse Chartered Accountants LLP whereas some of the key non-financial disclosures have been independently verified by Bureau Veritas (India) Private Limited. The Company further periodically engages agencies to verify the working of its Quality Management System, Environment Management System, Occupational Health & Safety Management System, Information Security Management System etc.Yes, the Company periodically onboards independent third-party agencies to assure, assess or verify the effectiveness of its policies and procedures. Financial statements of the company have been assured by Price Waterhouse Chartered Accountants LLP whereas some of the key non-financial disclosures have been independently verified by Bureau Veritas (India) Private Limited. The Company further periodically engages agencies to verify the working of its Quality Management System, Environment Management System, Occupational Health & Safety Management System, Information Security Management System etc.Yes, the Company periodically onboards independent third-party agencies to assure, assess or verify the effectiveness of its policies and procedures. Financial statements of the company have been assured by Price Waterhouse Chartered Accountants LLP whereas some of the key non-financial disclosures have been independently verified by Bureau Veritas (India) Private Limited. The Company further periodically engages agencies to verify the working of its Quality Management System, Environment Management System, Occupational Health & Safety Management System, Information Security Management System etc.falsefalsefalsetrue1.b. The policies have been approved by the Board and/or the MD & CEO of the Company.151) ESG and sustainability priorities 2)Code of Business Conduct and Ethics (COBCE) 3)Cyber Security1151)ESG and sustainability priorities 2)Code of Business Conduct and Ethics (COBCE) 3)POSH151101)Technical and functional skills 2)Occupational health and safety 3)Behavioural development 4)Induction Training 5)POSH 6)Code of Business Conduct and Ethics (COBCE) 7)Digital learning through LXP 8)Higher Education and professional development programme 0.977921251)Technical and functional skills 2)Occupational health and safety 3)Behavioural development 4)Induction Training 5)POSH 6)Code of Business Conduct and Ethics (COBCE) 7)Digital learning through LXP 8)Higher Education and professional development programme 0.939YesYes. The Company has established a comprehensive Code of Business Conduct and Ethics (COBCE) that underscores its commitment to preventing bribery and corruption. This governance mechanism is further supported by the Corporate Gifting Policy and the Code of Business Conduct for Senior Management. In addition, the Supplier Code of Conduct extends the Company's anti-bribery and anti-corruption expectations to its Tier 1 suppliers. The Company's approach is further strengthened through periodic awareness and training programmes, complemented by a reporting channel that is accessible to both employees and Tier 1 supplier partners. https://www.marutisuzuki.com/MSIL_Code_of_Conduct.pdf https://www.marutisuzuki.com/Corporate-Gifting-Policy.pdf000000000-0-0-0-Not applicable as there were no instances of fines/penalties/action taken by regulators/law enforcement agencies/judicial institutions on cases of corruption and conflict of interest during the financial year.712713608818406188148845892513664409274081089247371460P52DP57D26442097293.6723698763428.52136644100000010892460000000.01940.0218192026310464216.9523605337505.5326442097293.6723698763428.520.9950.996112196965847131095095000000174369500000014511520000000.69950.7546488486228419710991.68202649000000121969658471310950950000000.18730.1851259144280550.21184481268286.26136644092740810892473714600.18960.1694299651000000186415738808183266042756815286786130090.16350.1219000000476800000047680000007476550000006444240000000.00640.0074YesYes. The Company has established clear processes to avoid and manage conflicts of interest involving Board members. As outlined in the Code of Conduct for Business Ethics, Board members and senior management are required to disclose any personal or financial interests, seek prior approval from the Audit Committee for related-party transactions to ensure that any potential conflicts are promptly identified and appropriately addressed.EI 2. There are no fines/ penalties/ punishment/ award/ compounding fees/ settlement amount paid in proceedings (by the Company or by directors/KMPs) with regulators/ law enforcement agencies/ judicial institutions in the financial year which are material as specified in Regulation 30(4)((i)(c) of SEBI (Listing Obligations and Disclosure Obligations) Regulations, 2015 (“LODR”). Please refer to Company’s filings with regard to the disclosures made to the Stock Exchanges under Regulation 30 of LODR. 9. Concentration of sales* :- * Sales to Suzuki Motors Corporation (SMC), fellow subsidiaries of Suzuki Motor Corporation, and Toyota Kirloskar Motors (TKM) are not considered as a part of the sales to dealers & distributors. # Revised No. of dealers/ distributors to whom sales are made** :- ** Number of Indian dealers/distributors having a unique PAN have been considered. LI 1. 100%* :- * Training and awareness programs were conducted for relevant personnels across all Tier-1 suppliers and dealers during the financial year. 2556• Environment Sustainability including Carbon Neutrality • Green Procurement Guidelines • Human Rights • POSH • Occupational Health and Safety Human Safety awareness, Fire Safety and Prevention, • Conflict Minerals • Cyber Security • Energy use optimisation • Behavioural skills and Human Resource Management • Quality Improvement, Process Optimisation, Value Analysis and Value Engineering, • Sustainable Products and Technologies10.65880.62821. Development of EV powertrain and flex fuel vehicles 2. Proliferation of strong hybrid EV technology 3. Development of underbody S-CNG technology 4. Rigorous testing and validation for continuously improving product safety and quality 5. Democratizing active and passive safety technologies (6 airbags, ESC, ABS + EBD, Seat belt reminder etc.) 6. BNCAP safety rating0.54660.3021. Construction of dedicated EV manufacturing facility at Hansalpur 2. Investments in new powertrains 3. In-plant railway sidings at Manesar 4. Expansion of installed Renewable Energy capacity and storage 5. Digital initiatives for process optimization & energy efficiency improvement 6. Infrastructure for increasing the use of renewable electricity 7. Optimizing product safety and quality 8. Business continuity 9. Infrastructure for rainwater harvestingtrue1Plastic components recovered during ELV dismantling are segregated and sent to Pollution Control Board-authorised recyclers for further processing. These plastics are typically converted into granules for reuse in non-critical applications. Additionally, MSIL complies with the Plastic Waste Management Rules, 2016, and Extended Producer Responsibility (EPR) for packaging plastics. Plastic packaging waste generated from spare parts and service operations is handled by authorised waste partners. Electronic components such as sensors and control modules extracted from ELVs are treated as per the E-Waste (Management) Rules, 2022. These are collected and transferred to certified e-waste recyclers for safe processing and, where applicable, material recovery. All handling is carried out in a compliant and environmentally secure manner. Hazardous materials, including used oil, coolants, automotive fluids, and refrigerants, are carefully drained and stored following prescribed safety protocols before dismantling. These are then handed over to authorised recyclers/ handlers in compliance with the Hazardous and Other Wastes (Management and Transboundary Movement) Rules, 2016. MSIL prioritizes minimising environmental risks by adhering strictly to national guidelines and industry best practices. Ferrous and non-ferrous metals recovered from ELVs are directed to registered recyclers for material recovery. All dismantling and material recovery operations are conducted at MSTI’s dedicated facility to ensure safety, compliance, and maximum resource efficiency.truetrueNoEI 2. b. If yes, what percentage of inputs were sourced sustainably? Yes. The Company has established a comprehensive sustainable sourcing and supplier governance framework through its Basic Purchase Agreements, Green Procurement Guidelines and Supplier Code of Conduct. 100% of the Company’s Tier-1 suppliers operate in line with these guidelines, ensuring that sourcing practices are aligned with the Company’s broader sustainability objectives. 3. As part of its commitment to responsible end-of-life vehicle (ELV) management and circular economy, Maruti Suzuki India Limited (MSIL), in collaboration with Toyota Tsusho Group, has established a joint venture—Maruti Suzuki Toyotsu India Private Limited (MSTI). This facility, located in Noida, Uttar Pradesh, is a state-of-the-art ELV dismantling and recycling unit focused on safe, sustainable, and environmentally sound processing of vehicles at the end of their life. The initiative ensures structured dismantling, material recovery, and safe disposal in line with regulatory standards and global best practices. 4. Yes, EPR is applicable. The Company’s waste collection plan is in line with the Extended Producer Responsibility (EPR) plan submitted to Pollution Control Boards. LI 1. No, but the Company is currently in the process of conducting Life Cycle Assessments (LCA) for its products. 3.For steel, the percentage of recycled or reused input material was determined based on supplier declarations. This includes steel mill scrap and post-industrial recycled (PIR) scrap. For aluminium, the percentage of recycled or reused input material was determined based on internal estimates and standard convention. 4. E- waste (FY2025-26):- Recycled - 0.00137 metric tonnes The data given in the table above is a part of Company’s EPR requirement. Besides, the Company has established a Joint venture, Maruti Suzuki Toyotsu India Private Limited (MSTI), for managing End-of-Life Vehicles. Through this facility, the Company could enable reclaiming 3,766.20 MT of steel in FY 2025–26 as compared to 3,063.25 MT in FY 2024-25; 301.30 MT of aluminium in FY 2025–26 as compared to 248.76 MT in FY 2024–25; and 44.59 MT of E-waste in FY 2025-26 as compared to 36.73 MT in FY 2024–25, among others. 5. Reclaimed products and their packaging materials as % of total products sold in respective category* :- *The reclaimed packing materials as part Extended Producer Responsibility (EPR) obligations for plastic packaging waste is 846.09 MT in FY 2025-26. Steel0.1212Aluminium0.6721Steel0.1203Aluminium0.68130846.090018650000000000000Plastic Packaging01795817958117958117958100133213321133211332113321000000000001929019290119290113320.0691179580.93113320.06911783178311783100001271271127112710000000000000191019101191011270.06650000653465341653416534100771717171000000000006541654116541170.001165340.99970.001142636426150.999642636100001511420.940415111511000000000000042787427570.99934278711510.0036000072502984976200427078183266100000015286790000000.0040.004111Yes11Yes11Yes11Yes11NA11NASuperannuation Fund (Voluntary)0.98870.973YesSuperannuation Fund (Voluntary)0.99550.9808YesNational Pension Scheme (Voluntary)0.23470.4487YesNational Pension Scheme (Voluntary)0.22960.4292YesYesYesYes, the Company has in place a standalone Equal Opportunity Policy for Persons with Disabilities. https://www.marutisuzuki.com/Equal_Opportunity_Policy_for_Person_with_Disabilities.pdf truetrue• Whistle-Blower Mechanism: A formal Whistle-Blower Policy enables employees to report suspected malpractices, unethical conduct, fraud, misconduct or violations of the Code of Business Conduct and Ethics through designated confidential channels. Reported concerns are reviewed by the appropriate authority, investigated where required and addressed through suitable corrective or disciplinary action. The mechanism also provides for protection of the complainant’s identity and safeguards against retaliation for bona fide reporting. • POSH Internal Committee: Internal Committees constituted under the applicable law receive and address complaints of sexual harassment at the workplace. The Committee follows a structured process for receiving complaints, conducting inquiries, maintaining confidentiality, providing the concerned parties an opportunity to present their case and recommending appropriate action within prescribed timelines. • Workers’ Representatives Meetings: Regular meetings are held between workers’ representatives and senior management, including the Managing Director, Executive Officers and Plant Heads. These meetings provide a direct platform for employees and workers to raise workplace concerns, discuss operational and welfare-related matters, seek clarification and track the resolution of grievances requiring management attention. • Structured Grievance Platforms: Dedicated forums such as Samadhan and Samanvay provide employees and workers with structured channels to raise grievances, share feedback and discuss workplace issues. Concerns received through these platforms are reviewed by the relevant functions, assigned for action and monitored until appropriate resolution or closure. true• Whistle-Blower Mechanism: A formal Whistle-Blower Policy enables employees to report suspected malpractices, unethical conduct, fraud, misconduct or violations of the Code of Business Conduct and Ethics through designated confidential channels. Reported concerns are reviewed by the appropriate authority, investigated where required and addressed through suitable corrective or disciplinary action. The mechanism also provides for protection of the complainant’s identity and safeguards against retaliation for bona fide reporting. • POSH Internal Committee: Internal Committees constituted under the applicable law receive and address complaints of sexual harassment at the workplace. The Committee follows a structured process for receiving complaints, conducting inquiries, maintaining confidentiality, providing the concerned parties an opportunity to present their case and recommending appropriate action within prescribed timelines. • Workers’ Representatives Meetings: Regular meetings are held between workers’ representatives and senior management, including the Managing Director, Executive Officers and Plant Heads. These meetings provide a direct platform for employees and workers to raise workplace concerns, discuss operational and welfare-related matters, seek clarification and track the resolution of grievances requiring management attention. • Structured Grievance Platforms: Dedicated forums such as Samadhan and Samanvay provide employees and workers with structured channels to raise grievances, share feedback and discuss workplace issues. Concerns received through these platforms are reviewed by the relevant functions, assigned for action and monitored until appropriate resolution or closure. true• Whistle-Blower Mechanism: A formal Whistle-Blower Policy enables employees to report suspected malpractices, unethical conduct, fraud, misconduct or violations of the Code of Business Conduct and Ethics through designated confidential channels. Reported concerns are reviewed by the appropriate authority, investigated where required and addressed through suitable corrective or disciplinary action. The mechanism also provides for protection of the complainant’s identity and safeguards against retaliation for bona fide reporting. • POSH Internal Committee: Internal Committees constituted under the applicable law receive and address complaints of sexual harassment at the workplace. The Committee follows a structured process for receiving complaints, conducting inquiries, maintaining confidentiality, providing the concerned parties an opportunity to present their case and recommending appropriate action within prescribed timelines. • Workers’ Representatives Meetings: Regular meetings are held between workers’ representatives and senior management, including the Managing Director, Executive Officers and Plant Heads. These meetings provide a direct platform for employees and workers to raise workplace concerns, discuss operational and welfare-related matters, seek clarification and track the resolution of grievances requiring management attention. • Structured Grievance Platforms: Dedicated forums such as Samadhan and Samanvay provide employees and workers with structured channels to raise grievances, share feedback and discuss workplace issues. Concerns received through these platforms are reviewed by the relevant functions, assigned for action and monitored until appropriate resolution or closure. true• Whistle-Blower Mechanism: A formal Whistle-Blower Policy enables employees to report suspected malpractices, unethical conduct, fraud, misconduct or violations of the Code of Business Conduct and Ethics through designated confidential channels. Reported concerns are reviewed by the appropriate authority, investigated where required and addressed through suitable corrective or disciplinary action. The mechanism also provides for protection of the complainant’s identity and safeguards against retaliation for bona fide reporting. • POSH Internal Committee: Internal Committees constituted under the applicable law receive and address complaints of sexual harassment at the workplace. The Committee follows a structured process for receiving complaints, conducting inquiries, maintaining confidentiality, providing the concerned parties an opportunity to present their case and recommending appropriate action within prescribed timelines. • Workers’ Representatives Meetings: Regular meetings are held between workers’ representatives and senior management, including the Managing Director, Executive Officers and Plant Heads. These meetings provide a direct platform for employees and workers to raise workplace concerns, discuss operational and welfare-related matters, seek clarification and track the resolution of grievances requiring management attention. • Structured Grievance Platforms: Dedicated forums such as Samadhan and Samanvay provide employees and workers with structured channels to raise grievances, share feedback and discuss workplace issues. Concerns received through these platforms are reviewed by the relevant functions, assigned for action and monitored until appropriate resolution or closure. YesYes. The Company has implemented a comprehensive Occupational Health and Safety Management System (OHSMS) across all its operational locations, including manufacturing facilities, the R&D Centre, Head Office, Zonal and Regional Offices, Stockyards, Port Facilities, Transit Vehicle Parks and Regional Parts Distribution Centres. The OHSMS is aligned with the requirements of ISO 45001:2018 and internationally accepted occupational health and safety practices, providing a structured framework for identifying, assessing and mitigating workplace risks while promoting a safe and healthy working environment. The system encompasses an Occupational Health and Safety Policy, risk assessment and control processes, clearly defined roles and responsibilities, employee participation through safety committees, incident and near-miss reporting and investigation, emergency preparedness and response, safety training and awareness programmes, workplace monitoring, periodic health check-ups, regular safety inspections and audits, fire safety management, and periodic management reviews to drive continual improvement in safety performance. The Company's manufacturing facilities at Gurugram and Manesar, the R&D Centre at Rohtak (Haryana), and the Head Office in New Delhi are certified to ISO 45001:2018, demonstrating their adherence to globally recognized occupational health and safety management practices. The newly established greenfield facility at Kharkhoda and the recently amalgamated Hansalpur facility are currently in the process of obtaining ISO 45001:2018 certification. The Company has established Hazard Identification and Risk Assessment (HIRA) framework, which is aligned with ISO 45001:2018 and applicable statutory requirements to systematically identify work-related hazards and assess risks associated with both routine and non-routine activities. Hazards across all operational processes are identified, risks are evaluated based on their likelihood and severity, and appropriate control measures are documented through structured HIRA sheets. These controls are further integrated into Work Instruction Sheets (WIS) to standardise safe work practices and ensure effective risk mitigation across operations. For non-routine and high-risk activities, the Company has implemented a robust online work permit system supported by the KY (Kiken Yochi) Hazard Prediction process, which enables employees to proactively identify potential hazards and implement preventive measures before commencing work. The effectiveness of the hazard identification and risk assessment process is further reinforced through periodic safety inspections, daily safety audits by qualified safety professionals, annual ISO 45001:2018 internal audits, and continuous monitoring and review to drive continual improvement in occupational health and safety performance. YesYesThe Company has adopted an integrated and proactive approach to occupational health, workplace safety and employee well-being. Its safety framework combines structured management systems, multi-level governance, employee participation, capability building, preventive healthcare, continuous monitoring, digital tools and emergency preparedness to strengthen risk prevention and promote a safe and healthy work environment. 1. Occupational Health and Safety Management System: The Company has implemented a structured Occupational Health and Safety Management System aligned with ISO 45001:2018. The framework is supported by a well-established governance framework, safety manuals, standard operating procedures, hazard identification and risk-assessment processes and a well-defined work-permit system for non-routine and high-risk activities. 2. Safety governance, participation and continual improvement: Supervised by MD & CEO, the Company has a well-established a three-tier Safety and Health Committee framework that operates at the Plant, Division and Department levels, supported by defined responsibilities, cross-functional participation and leadership oversight. Safety Ambassadors strengthen frontline involvement in identifying and reporting hazards, unsafe conditions and near misses. Safety performance is monitored through internal and external audits, workplace inspections and review of incidents and observations. Root-cause analysis is undertaken, corrective and preventive actions are implemented, and relevant learnings are horizontally deployed across locations and tracked to closure. 3. Training, awareness and capability building: The Company conducts regular training on fire safety, first aid, material-handling equipment, emergency response and other operational safety requirements. Awareness is reinforced through posters, quizzes, competitions, Safety Month activities and mock drills covering fire, earthquakes, war-related and other emergency scenarios. Specialised programmes include incident investigation and root-cause analysis, Safety Coordinator development, use of forensic science in fire investigations, and development of ISO 45001 lead and internal auditors. 4. Preventive healthcare and employee well-being: Preventive health check-ups are conducted for all employees including spouses, supported by health camps, specialist clinics and consultations with empanelled hospitals, including eye and surgical consultations. Webinars and awareness sessions are also conducted on diabetes, cardiovascular conditions, hypertension and other lifestyle-related health risks. Employees have access to a confidential emotional well-being helpline. 5. Strengthening Safety through Digital Solutions: The Company has deployed a suite of digital initiatives to strengthen safety governance, improve access to standardised information, enhance employee engagement and support faster emergency response: • Virtual Safety Officer (VSO): A digital assistant that provides employees with instant access to approved safety SOPs, guidelines, formats and checklists. This reduces reliance on manual searches, supports consistent use of updated documents and improves the accuracy of safety-related decisions. • Safety One: As part of the Company’s continuous efforts to simplify and strengthen safety engagement, Safety One was launched during the Safety Month inauguration as a centralised safety platform on Pitstop. It brings together safety-related live links, tools, resources and ongoing initiatives at a single access point, improving visibility, accessibility and employee engagement. • Mobijoy Anzen Drive: A road-safety application adopted by 14,500 employees, including 7,569 two-wheeler and 6,931 four-wheeler users. Focused enrolment drives, awareness camps and on-ground support have been undertaken to promote safer driving behaviour and sustain employee engagement. • PO-KE-TE-HA-NA-SHI kiosks: Deployed across locations to strengthen safety communication and engagement. The kiosks are being further enhanced through integration of advanced technologies to improve usability and safety performance. 6. Adoption of Global Best Practices in Fire Safety Management: The Company is implementing improvement measures based on recommendations from Tokio Marine and Suzuki Motor Corporation, Japan, to strengthen fire prevention, prevent fire propagation and improve emergency-response preparedness. These initiatives are aimed at protecting employees, minimising property damage and enhancing operational resilience. The Company has adopted a proactive and multi-dimensional approach to address safety-related incidents and significant risks identified through assessments of health and safety practices and working conditions. The approach continuously improves preventive systems, operational controls, employee awareness and use of digital tools to minimise risks, prevent recurrence and strengthen accountability. 1. Incident investigation and corrective-action management Safety incidents, near misses and significant audit observations are investigated to identify root causes. Countermeasures and corrective and preventive actions are assigned to responsible functions, tracked for timely closure and, where relevant, horizontally deployed across locations to prevent recurrence. 2. Hazard identification, change management and operational controls Hazard Identification and Risk Assessment procedures are implemented across the Company to systematically identify workplace hazards, assess associated risks and define appropriate mitigation measures. A structured Management of Change procedure has also been introduced to address safety risks arising from changes in processes, equipment, technology, layouts or operating conditions before implementation. The Work Permit System has been revamped to strengthen authorisation, compliance and safety oversight for non-routine and high-risk activities. 3. Safety rules, communication and employee participation Clear safety rules have been established for different activities and are reinforced through safety alerts, visual displays, awareness stickers and other workplace communication mechanisms. A structured suggestion and feedback mechanism enables employees and workers to report hazards, near misses and unsafe conditions and recommend safety improvements. Relevant inputs are reviewed and incorporated into preventive and corrective measures. 4. Monitoring, audits and risk identification Independent third-party safety audits are conducted across plant locations to provide an objective assessment of safety practices and identify improvement areas. These are supplemented by check sheet-based audits to support consistent monitoring, timely identification of risks and systematic follow-up of observations. 5. Digitisation and safety awareness The Company deployed an Online Incident Reporting System in March 2026 to record incidents, monitor countermeasures, track corrective-action status and strengthen accountability for timely closure. QR code-based access to safety rules, guidelines and awareness programmes has also been introduced to improve accessibility and extend safety awareness to employees and their family members, thereby promoting safe behaviour beyond the workplace. 11EI 2. NA* :- *While the Company is registered under the Employees' State Insurance (ESI) scheme, none of its employees or workers were eligible for coverage during FY 2025–26, as their monthly gross wages exceeded the prescribed eligibility threshold. 3. Yes, the Company is constantly taking initiatives to enhance accessibility in both existing and new infrastructures to support differently-abled employees and workers. New plants and renovated buildings have lifts and/or ramps for ease of movement of differently abled employees. Few trainings initiatives and awareness sessions have been conducted like sign language classes, sensitisation sessions on topics like stereotyping, managing micro aggression, ally ship to foster inclusivity and adaptability. 10. c. Yes. The Company has established multiple processes through which workers can report work-related hazards, unsafe conditions and near misses. These include the KY (Kiken Yochi) Hazard Prediction Procedure, safety audits by trained Safety Ambassadors and safety professionals, operator feedback channels and the structured employee suggestion scheme. Reported concerns are reviewed, assessed and addressed through timely corrective and preventive actions, with learnings incorporated into workplace safety practices. Workers are also empowered to stop work or remove themselves from situations where they reasonably perceive an imminent risk to their health or safety, without fear of adverse consequences. These mechanisms strengthen frontline participation, improve hazard identification and reinforce shared ownership of workplace safety. d. Yes, the employees/workers have access to non-occupational medical and healthcare services. All manufacturing and R&D facilities of the Company have Occupational Health Centers; wherein OPD facilities for general health issues are also available. Additionally, the Company provide its employees with health care services PAN India by directly empanelling reputed hospitals for all health-related issues and annual health check-ups. To further enhance accessibility, employees and their families have access to a digital healthcare platform that enables on-demand teleconsultations with doctors and diagnostic services across India. 11. Lost Time Injury Frequency Rate (LTIFR) (per one million-person hours worked) * :- *Injuries that resulted in lost time of more than 48 hours as defined in IS 3786 standards. 14. Percentage of your plants and offices that were assessed (by entity or statutory authorities or third parties)* :- *Factory locations including Head Office. LI 1. Yes, the company extends life insurance or compensatory packages to employees and workers in the event of death. 3. Workers* :- * Undergoing the rehabilitation process as on date of publication of report 4. Yes, for providing transition assistance and to facilitate continued employability, the Company has a robust upskilling programme across all category of its employees. The company also conducts Superannuation Planning Workshop to prepare employees mentally, physically, financially, and emotionally towards acceptance of superannuation and to develop a positive and optimistic attitude towards the same. Few of the superannuating employees are re-engaged with the Company based on the skill sets and requirements. Additionally, the Company has established a superannuation fund to provide benefits after employment, which has received recognition from the tax authorities. The administration of this fund is managed by a trust that the Company has established. The Company also provides a Post-Retirement Medical Policy to facilitate medical assistance to employees after retirement. 5. Health and safety practices / Working Conditions :- 84% of Tier-1 Component Suppliers in India assessed (by value) cumulatively as on date. In addition, 96% of Tier-1 suppliers by value have implemented ISO 45001: 2018. By collaborating with Tier-1 suppliers, the Company also conducts periodic safety assessments of its Tier-2 Suppliers. In addition, the Tier-1 suppliers also undertake self-assessments covering human safety, fire safety audits and countermeasure audits. These self-assessments are not included in the % determined above. 10098.691001001009200000010098.461001001929000170700017958001599600133200107400000000654161700.9433660761510.931653461630.9433660061440.93177177100000019741181270.9183189270.958817629161550.9164167800.9519145912410.850614070.964411829900.837611130.9417000000000021200193680.9136203340.959218811171450.9115178930.951249170452570.9205426490.867446057420170.9123405910.88141581260.79751540.97471471150.78241140.7756000000000049328453830.9201428030.867846204421320.9119407050.88119741193440.979917629173300.9831145914260.9774118211470.970400000021200207700.979818811184770.982349170418740.851746057273330.59351581190.7532147260.176900000049328419930.851446204273590.59220.0070.0090.014023890000001000200010truetrueThe Company requires suppliers to comply with applicable laws and regulations, including labour and social security requirements, and to meet relevant statutory reporting obligations. Under the Supplier Excellence Programme, the Company periodically verifies compliance with key statutory dues, including Provident Fund, Employees’ State Insurance and gratuity. Contractors are also required to submit monthly compliance certificates confirming adherence to applicable statutory requirements00001010Yes0.840.84The Company has established mechanisms to assess and monitor the occupational health and safety performance for all suppliers. Suppliers are required to implement time-bound corrective actions against observations and recommendations arising from assessments, with progress monitored to closure. The Company also conducts awareness sessions and shares relevant best practices to support continuous improvement in suppliers’ occupational health and safety systems.The process for identifying the stakeholders has been detailed on page 108 under the ‘Stakeholder Engagement’ section of the Annual Integrated Report for FY 2024–25. However, the Company considers the following groups as its key stakeholders: • Stakeholders who are dependent on the Company’s activities, products or services and on whom the Company is dependent for its operations • Stakeholders towards whom the Company has legal, commercial and moral responsibilities • Stakeholders who can impact the Company’s decision-making ability Please refer to Stakeholder Engagement section of the Annual Integrated Report FY 2025-26 on page 108. true Please refer to Material Topics section of the Annual Integrated Report FY 2025-26 on page 112. Through its CSR initiatives, the Company engages with and supports vulnerable and marginalized sections of society by addressing key needs related to skill development, healthcare, and education. Some of the key initiatives undertaken during FY 2025-26 were: 1. Empowering Women through Skill Development: The Company imparts vocational skill training to girl students through Japan-India Institutes for Manufacturing (JIMs), government Industrial Training Institutes (ITIs), and Automobile Skill Enhancement Centres (ASECs). These institutions provide technical, vocational, and industry-oriented training programmes, equipping girl students with practical skills and enhancing their career opportunities. During FY 2025-26, a total of 1,545 girl students received training through these institutions. The Company promotes women's participation in driving and has a targeted programme in place to impart driving training to women. During FY 2025-26, 33,258 women received driving training across the 8 Institutes of Driving and Traffic Research (IDTRs) and 19 Road Safety Knowledge Centres (RSKCs) operated by the Company in collaboration with 6 state governments. 2. Supporting Women and Children through Healthcare Initiatives: 2.1. Anaemia Reduction: The Company implemented its Anaemia Reduction Project across 10 villages in alignment with the Government of India's Anaemia Mukt Bharat initiative. During FY 2025-26, 13753 individuals were covered through screening and awareness initiatives, including 1,605 pregnant and lactating women, 2,082 adolescent girls, and 10,066 children. 876 awareness sessions were also conducted, reaching 13,140 participants, and distributed 2,893 nutrition kits were distributed to support improved nutrition outcomes. 2.2. Women and Child Healthcare: The Company implemented a Women and Child Healthcare Project across 18 villages in Gujarat. During FY 2025-26, Cancer screening camps were conducted, and 741 women underwent screening. Over 5,800 individuals were reached through anaemia awareness and health check-ups, and 5,289 individuals through health education programmes. The project also benefited 3,159 school-going children through Bal Health Melas. 2.3. Menstrual Hygiene Support: The Company implemented a menstrual hygiene awareness pilot across 10 local Government schools, reaching approximately 3401 students through 63 awareness and training sessions. 3. Supporting Children's Education: The Company supports children's education through the Maruti Suzuki Podar Learn School at Sitapur, Gujarat, which provides quality education to around 650 students. Through its community development initiatives, the Company also supported students through various initiatives including distribution of enrollment kits, pre-primary education, Foundational Literacy & Numeracy, nature club, back to school activity, life classes, etc. Infrastructure at local community schools was strengthened through renovating 109 classrooms, 4 new classrooms, 1,253 units of school furniture across 16 schools, and solar installations across 12 schools. A STEM learning pilot in local community schools benefited over 500 students through Tinker Labs and STEM learning sessions. EI 2. Please refer to Stakeholder Engagement section of the Annual Integrated Report FY 2025-26 on page 108.Please refer to Stakeholder Engagement section of the Annual Integrated Report FY 2025-26falseOtherPlease refer to Stakeholder Engagement section of the Annual Integrated Report FY 2025-26Others – please specifyPlease refer to Stakeholder Engagement section of the Annual Integrated Report FY 2025-26Please refer to Stakeholder Engagement section of the Annual Integrated Report FY 2025-2619290191040.9904191016070.841421200207110.97717070165010.966717417520.43218811172530.917265416541142787397750.929749328463160.939660752670.797239597355370.897546204408040.883219290179581332000000000192901179581133210017070159961074000170701001599610010741000019101783127000000000191011783112710017411633108000174110016331001081000065416534700000000065411653417100660766007000660710066001007100004278742636151000000000427871426361151100395973945714000039597100394571001401000091650000031010000000353022598000017956183456413321314055006534206474572346667002719805820.462025174917.9374709918537.9458335473669.10.03640.0347trueThe Company has established multiple channels to receive and redress human rights-related grievances. Employees and workers may raise concerns through dedicated mechanisms under the Code of Business Conduct and Ethics, the POSH framework, the Rights of Persons with Disabilities framework and the Whistle-Blower Policy. Regular Workers’ Representatives Meetings with senior leadership and structured forums such as Samadhan and Samanvay provide additional avenues for reporting and resolution. These mechanisms are designed to ensure timely, confidential and fair handling of grievances. 20Two cases were reported and appropriate action was undertaken by the company as per the Company POSH Policy000000000030Three cases were reported, which were enquired into and appropriate action was undertaken by the Company 300000000023147312720.00140.002423The Company has established mechanisms to prevent any adverse consequences to complainants in cases of discrimination and harassment. It maintains a gender-neutral Prevention of Sexual Harassment (POSH) Policy and a Whistle-Blower Policy, both of which include stringent provisions to protect the identity of the complainant and safeguard against retaliation. These policies comply with applicable legal requirements and ensure that all bona fide complaints are handled with the highest level of confidentiality and integrity. The Company adopts a zero-tolerance approach to any form of victimisation or breach of complainant privacy, thereby fostering a safe, inclusive, and harassment-free work environment. Yes11111No significant human rights risks or concerns were identified during the assessments. There were no modifications required in business processes, as the nature of human rights complaints did not warrant any structural changes. However, the Company remains committed to upholding the highest standards of human rights across all its operations. It has adopted a standalone Human Rights Policy that outlines its approach to managing various human rights aspects. To reinforce this commitment, the Company conducts regular training programs to raise employee awareness on the Code of Conduct, Prevention of Sexual Harassment (PoSH), thereby fostering a respectful and inclusive workplace culture. The Company’s human rights assessment framework covers its own operations as well as key value-chain partners, including suppliers, logistics service providers and dealers. The approach is aligned with the principles of the United Nations Global Compact and reflects the Company’s commitment to ethical conduct, respect for human dignity and responsible business practices. Within the supplier ecosystem, human rights performance is assessed through the Supplier Excellence Programme. The assessment covers compliance with requirements relating to child labour, forced labour, minimum wages, safety and working conditions, prevention of harassment including sexual harassment, freedom of association and collective bargaining. true0.840.840.840.840.84The Company is actively driving continuous improvements across its value chain partners by implementing corrective actions based on recommendations provided by assessors.EI 3.a.Board of Directors (BoD)* :- * BoD composition as on 31st March 2026. Key Managerial Personnel** :- **Mr. Hisashi Takeuchi, MD and CEO, is a part of both the Board of Directors and the Key Management Personnel. Employees other than BoD and KMP*** / Workers*** :- ***For Permanent employees and workers. 4. Yes. The Company has designated committees and mechanisms to address human rights impacts and related issues. The Internal Committee constituted under the POSH Act, 2013 addresses complaints relating to sexual harassment. A Grievance Redressal Committee established under the Rights of Persons with Disabilities Act, 2016 addresses grievances raised by persons with disabilities. Violations of the Code of Business Conduct and Ethics are addressed by the Complaint Committee in accordance with the Complaints Policy and Disciplinary Policy, while the Whistle-Blower Committee oversees reports relating to actual or suspected violations of human rights and other ethical concerns, ensuring an accountable governance mechanism for human rights matters. 9. Yes. The Company integrates human rights clauses into its Basic Purchase Agreements, requiring suppliers to: • Comply with all child-labour laws • Prohibit forced or involuntary labour • Maintain safe working conditions and occupational health standards • Respect freedom of association, including trade-union rights • Prevent discrimination of any kind (e.g., race, descent, disability, age, sex, religion) • Adhere to minimum-wage legislation 10. 100%* :- *Factory locations including Head Office LI 3. The Company is constantly taking initiatives to enhance accessibility in both existing and new infrastructures to support differently-abled employees and workers. New plants and renovated buildings have lifts and/or ramps for ease of movement of differently abled employees and visitors. Few trainings initiatives and awareness sessions have been conducted like Sign language classes, sensitisation sessions on topics like stereotyping, managing micro aggression, allyship to foster inclusivity and adaptability. 4. 84% of Tier-1 Components Suppliers assessed (by value) cumulativelytrue18326610000001528679000000807833677991938920960081722268008717750901811266514523144269810069203216238247773754369183340.0000042220.000004525785.8892.053.33.29trueYes, an independent assurance of the reported data has been conducted by Bureau Veritas (India) Private Limited.false00516633536434678413265238000035195043300602351950433006020.00000192040.000002159139.0643.921.51.57trueYes, an independent assurance of the reported data has been conducted by Bureau Veritas (India) Private Limited.00000000000000000000000000000000trueYes, an independent assurance of the reported data has been conducted by Bureau Veritas (India) Private Limited.YesYes. The Company has implemented advanced Zero Liquid Discharge (ZLD) systems at its Gurugram and Manesar manufacturing facilities, both of which are located in water-stressed regions. The Kharkhoda and Hansalpur manufacturing facilities, which are not located in water-stressed regions, currently operate on a Zero Discharge basis, with no wastewater discharged outside the plant premises. The Company also plans to implement ZLD systems at these facilities in due course. true48254532331297000000trueYes, an independent assurance of the reported data has been conducted by Bureau Veritas (India) Private Limited.true2975562506083500243621940.00000035340.00000040093.534.017.198.150.280.29trueYes, an independent assurance of the reported data has been conducted by Bureau Veritas (India) Private Limited.YesYes. The Company has undertaken several initiatives to reduce greenhouse gas emissions and increase the use of renewable and low-carbon energy. During FY 2025–26, 22.8% of the Company's total electricity consumption was met through renewable sources, comprising both on-site solar generation and the procurement of renewable electricity through green power arrangements. In addition, the Company continued to substitute fossil fuels with compressed biogas, further reducing its dependence on conventional fuels and lowering greenhouse gas emissions. Going forward, the Company plans to significantly expand its renewable energy portfolio and has set a target to increase the share of renewable energy in its overall electricity consumption to 85% by FY 2030–31, reinforcing its commitment to decarbonisation and the transition towards cleaner energy. For further details, refer to the Energy and Emissions Management section of the Annual Integrated Report FY 2025–26 (Page 269).459939402311030.320.311503618377210148003571431499292064239867347854.32293934.310.00000018980.00000019233.863.910.150.143053472514000027471241583328182755580.320.3100150361837715036.3218377.31trueYes, an independent assurance of the reported data has been conducted by Bureau Veritas (India) Private Limited.The Company has adopted a comprehensive and environmentally responsible waste management strategy, based on Suzuki’s core philosophy of sho-sho-kei-tan-bi — “smaller, fewer, lighter, shorter, and beauty.” For over a decade, the Company has successfully practiced ‘Zero Waste to Landfill’, consistently maximising recycling, minimising environmental impact, and promoting industrial symbiosis. Aligned with its sustainability vision, the Company integrates key circular economy principles—eliminating waste, applying the 3Rs (Reduce, Reuse, Recycle) across its operations. The key waste management practices includes: • Hazardous and Toxic Waste Includes used oil, sludge, solvents, contaminated containers, and tyres. These are securely stored and sent to authorised co-processing or treatment, storage, and disposal facilities (TSDFs). Saleable hazardous materials are routed to certified recyclers in full regulatory compliance. • Non-Hazardous, Recyclable & Miscellaneous Waste: Covers dry industrial scrap, packaging materials, thermocol, wooden pallets, glass, paper, plastics, and metals. All materials are segregated at source and sent to authorised recyclers for resource recovery. Office paper is minimised through digitalization. • Organic Waste: Food and horticulture waste is processed in in-house composting units and biogas plants. Compost supports landscaping, while biogas is used as a clean energy source, reinforcing nutrient and energy circularity. • Electronic Waste (E-waste): Obsolete IT equipment and electronics are disposed of via certified e-waste recyclers, ensuring safe handling and material recovery. • Construction & Demolition (C&D) Waste: Debris from infrastructure activities is transferred to authorised C&D processors for responsible recycling or disposal. Through this structured, multi-stream approach, the Company is not only able to practice Zero Waste to Landfill commitment but also sets a benchmark in circular industrial practices, reaffirming its leadership in sustainable waste management. YestrueYes, an independent assurance of the reported data has been conducted by Bureau Veritas (India) Private Limited.true5220564749923212731731478952178.15209.03trueYes, an independent assurance of the reported data has been conducted by Bureau Veritas (India) Private Limited.Not applicableYesThe Company has a comprehensive Business Continuity and Disaster Management Plan to ensure operational resilience and employee safety during disruptions. It includes robust IT disaster recovery protocols, cyber risk mitigation measures, and clearly defined roles for recovery teams. The Company conducts regular safety trainings on fire extinguisher use, first aid, MHE handling along with mock drills. It is prepared for emergencies like fires, explosions, toxic releases, and natural disasters. Cybersecurity is also strengthened through proactive monitoring and employee awareness. Emphasis on local procurement and vendor risk management assessment ensures supply chain continuity. The plan aligns with local and national response systems, ensuring swift recovery and minimal business disruption.None0.9800EI 1. Total energy consumed (A+B+C+D+E+F) * :- The increase in absolute energy consumption during FY 2025–26 is primarily attributable to increase in volume and gradual ramp-up of operations at the Company's greenfield manufacturing facility in Kharkhoda, Haryana. 2. No, the entity does not have any sites or facilities identified as Designated Consumers (DCs) under the Performance, Achieve and Trade (PAT) Scheme of the Government of India. 3. Total volume of water consumption (in kilolitres)* :- In FY 2025-26, the reporting boundary of water consumption has been expanded to include all operating locations across the country. For office locations, where watered metered data is not available, CGWB Guidelines have been used to compute the water consumption. The consumption from such office locations contribute to 0.57% of total water withdrawal in FY 2025-26. Consequently, the data for FY2024-25 has been restated for comparison purposes. The groundwater consumption is not at any of the manufacturing facilities and R&D center at Rohtak. 4. The data disclosed in the above table is limited to all manufacturing locations and R&D centre, Rohtak, which constitutes nearly 95% of total water consumption in FY 2025-26. No wastewater is being discharged from these manufacturing facilities outside premises, and the treated water is being used for internal landscaping i.e. horticulture purposes. 6. During FY 2025–26, the Company revised its methodology for air emissions calculation to include emissions only from associated stacks and to use concentration values from stack emission monitoring reports for NOx and PM emissions. For SOx emissions, the Company adopted a mass balance approach based on fuel consumption. Consequently, the FY 2024–25 data has been restated including corrections for comparison purposes. The increase in air emissions during FY 2025–26 is primarily attributable to the commencement of operations at the Company's greenfield manufacturing facility in Kharkhoda, Haryana. 13. Yes, the Company is compliant with all applicable environmental laws, regulations, and guidelines in India, including the Water (Prevention and Control of Pollution) Act, the Air (Prevention and Control of Pollution) Act, the Environment (Protection) Act, and all associated rules and notifications. There were no instances of non-compliance reported during the financial year. The Company maintains robust environmental management systems including ISO 14001 certification and conducts regular monitoring to ensure strict adherence to all statutory and regulatory requirements. LI 1. The data provided in the table above includes all the manufacturing facilities and R&D Center at Rohtak. Gurugram and Manesar facilities have achieved a water positivity index of 1.90 and 1.23 respectively in FY2025-26. Both these facilities contributed to over 50% of Company’s total water withdrawal in FY2025-26. 2. The Company has reported Scope 3 emissions under Category 4 and 11, together which contribute to over 75% of its total Scope 3 GHG emissions. For reporting Scope 3, Category 4 GHG emissions, the Company follows the Global Logistics Emissions Council (GLEC) Framework, a globally recognised methodology for accounting and reporting logistics-related emissions. During FY 2025–26, the Company updated its computation methodology to enhance the accuracy of data reporting. Consequently, the FY 2024–25 Scope 3, Category 4 GHG emissions have been restated based on the revised methodology to ensure comparability of reported data across periods. Category 11 GHG emission is calculated on a WTW basis considering vehicle lifetime running as 150,000 km 7. The environmental performance of value-chain partners is assessed through a structured supplier monitoring framework covering Tier-1 suppliers. The assessment includes monitoring of energy and water footprints, compliance with Substances of Concern requirements and progress against internally defined renewable electricity milestones. In addition, 98% of local OE Component suppliers, by value, are certified to ISO 14001, demonstrating broad adoption of environmental management systems across the supplier base. 8. a. Nil b. Not monitoredProduct GHG Emission ReductionThe Company believes every vehicle should help reduce carbon emissions and that India needs varied technology solutions for affordable, sustainable mobility. To meet diverse customer needs, it pursues a multi-pathway strategy: Battery Electric Vehicles, Strong Hybrid Electric Vehicles, CNG/Compressed Biogas vehicles, gasoline vehicles compatible with 20% ethanol, and Flex Fuel Vehicles. This approach aims to lower emissions while maintaining affordability, choice, energy security, and suitability to local resources.Through sustained focus on efficiency improvement, deployment of lower-emission technologies, and adoption of alternate fuel and powertrain technologies, the Company’s average CO2 emission of its fleet is significantly lower than the industry average. Not only that, but the Company has also been outperforming its CAFE target by a wide margin in both phase 1 (2017-2022) and phase 2 (2023-ongoing). The average CO2 emission of the fleet in FY2025-26 as part of CAFE (phase-2) compliance is given below: Target - 110.93 CO2 (g/km), Actual performance - 99.56 CO2 (g/km).NILDesign for RecyclingThe Company incorporates design-for-recycling principles during product development to improve end-of-life material recovery and enhance resource efficiency.Based on their material composition and design for dismantling, recycling and recovery, the Company’s vehicles achieve approximately 92% recyclability and 99% recoverability. This exceeds the EU End-of-Life Vehicle requirements of 85% recyclability and 95% recoverability.NILPromoting Circular EconomyThe Company has established closed-loop material circularity systems for key materials, including steel, foundry sand and aluminium, while ensuring responsible recycling and recovery of waste generated across its operations.Circular waste-management principles, including closed-loop recycling, industrial symbiosis and maximisation of material recovery, are embedded across operations. As a result, zero waste was sent to landfill, with 100% of non-hazardous waste recycled and 100% of hazardous waste was either recycled or co-processed. During FY 2025–26, the closed-loop recycling programme was also expanded to include aluminium.NILIncreasing Renewable Electricity AdoptionThe Company is progressively increasing the share of renewable electricity through a combination of in-house solar installations and procurement of green power from discoms and hybrid PPAs. It has also implemented a pilot Battery Energy Storage System (BESS) of 1 MWh at the Kharkhoda facility to store surplus solar power during non-working days. Rooftop solar systems have also been deployed across regional parts distribution centres.Renewable electricity now accounts for approximately 22.8% of total electricity consumption, reflecting steady progress towards the target of around 85% by FY 2030–31. This transition is being driven by more than 79 MWp of in-house solar capacity, a functional 42 MW hybrid solar-wind PPA at Hansalpur, and over 1 MWp of rooftop solar capacity across the Bengaluru and Nagpur regional parts distribution centres. The Kharkhoda manufacturing facility is currently operating on 100% renewable electricity, while the 1 MWh pilot BESS supports better utilisation of surplus solar power generated during non-working days.NILWater StewardshipThe Company adopts a comprehensive water stewardship approach focused on maximising recycled water use, rainwater harvesting and maintaining zero liquid discharge across manufacturing facilities.Approximately two-thirds of the water requirement at Manesar and Gurugram is met through recycled water, with no groundwater used for manufacturing operations. MSIL achieved an overall water positivity ratio of 1.90 at Gurgaon and 1.23 at the Manesar facility, demonstrating stronger water stewardship. During FY 2025–26, a rainwater-harvesting pond with a capacity of 3,13,000 KL was commissioned at the Kharkhoda facility.NILLow-carbon LogisticsThe Company continues to optimise vehicle transportation by increasing the use of railways over road transport. It is the first automobile manufacturer in India to establish in-plant railway sidings at its manufacturing facilities.Approximately 26.5% of the Company’s vehicle dispatches within India are undertaken through rail, helping reduce transportation-related emissions. The in-plant railway siding at the Hansalpur facility has also been registered as the world’s first Verra-certified carbon offset project of its kind. NILUse of Compressed Biogas (CBG)The Company is promoting the use of Compressed Biogas (CBG) as a renewable process fuel to replace conventional fossil based natural gas used in manufacturing operations by adopting in-house production and external procurement.A 0.7 TPD CBG plant is operational at the Manesar facility. The Hansalpur plant has also commenced procurement of approximately 2–3 TPD of externally sourced biogas for use as process fuel. Further, a 10 TPD CBG plant is under construction at the Kharkhoda facility.NILSustainable PackagingThe Company continuously optimises packaging design to reduce material consumption and eliminate single-use plastics across its operations.To reduce plastic packaging consumption, it has adopted the ‘Eliminate-Alternate-Reduce’ (EAR) strategy, with over 20% of packaging material for Knocked Down (KD) kits and components being reused. In FY 2025-26, the Company enabled the recycling of more than 2,819 MT of plastic packaging.NILGurugram District (Gurugram and Manesar facilities)Manufacturing00180829000180829018082909.870.770000000000000000001901943001901943190194312.440.900000000000000004The Confederation of Indian Industry (CII)NationalThe Society of Indian Automobile Manufacturers (SIAM)NationalThe International Road Federation (India Chapter)NationalThe Japan Chamber of Commerce & Industry in India (JCCII)InternationalCompetition Commission of India (CCI)Case related to after-market sale of spare parts: An investigation was initiated by the Competition Commission of India (CCI) in 2011 against a few car manufacturing companies wherein it was contended that these companies were not making genuine spare parts of automobiles freely available in the open market. CCI later expanded the scope of investigation to the MSIL as well as other car manufacturing companies. In the final order passed by the CCI on 25th August 2014, certain directions were laid down against the automobile companies and penalties were imposed. A penalty of Rs. 4,711.4 million was imposed on the company. The Company contested this matter before the Delhi High Court primarily on the ground that it was not a named party in the investigation and that the investigation ought not to have been conducted against it. On the contrary, the Company was named in the information given by the informant stating that MSIL made spare parts easily accessible in the open market. The Delhi High Court, on 16th May 2019, disposed the petition stating that the MSIL had alternative remedies available. Thereafter, it filed a Special Leave Petition before the Supreme Court of India, wherein a stay on the CCI’s order was granted. The stay is continuing and the matter is pending adjudicationNo. The Company does not agree with the observation by CCI. The order is stayed by Supreme CourtCompetition Commission of India (CCI)Matter relating to alleged discount control practices: An investigation was initiated suo-moto by the CCI in February 2019 based on the information provided by a purported dealer of the MSIL. The dealer alleged that the Company resorts to anti-competitive discount control practices. The CCI passed its final order on 23rd August 2021 and held that the Company indulged in anti-competitive discount control practices (re-sale price maintenance) and imposed a penalty of I 2,000 million on MSIL. The Company filed an appeal against the CCI’s order before the National Company Law Appellate Tribunal (NCLAT), wherein on 22nd November 2021, a stay on the CCI’s order was granted subject to the deposit of I 200 million. The stay is continuing and the matter is pending adjudication.No. The Company does not agree with the observation by CCI. The order is stayed by NCLAT.The Company’s Community Development Department regularly engages with the communities through field visits, group meetings/events etc. to understand their grievances. The raised concerns and grievances are understood and analysed & necessary actions are implemented.0.05410.05510.91060.94368216394486649851238174709918538583354734600.110.1114251825830221889383901974709918538583354734600.33710.3239350848886782794354031574709918538583354734600.46960.4796226052351499958174574709918538583354734600.08330.0857EI 4. The purchases include raw materials, components, stock-in-trade including purchases of CBU. Directly from within India* :- *The purchases of input material directly from India for FY 2025-26 has decreased compared to the previous year, largely on account of EVs. LI 3 a. No, the Company does not have a preferential procurement policy. However, the Company focuses on prioritising local procurement to improve efficiency, minimise its environmental and safety impacts, and ensure business continuity. 6. * Includes data of 9 ADTTs which are currently being managed by CSR. Multi-specialty hospital at Sitapur, Gujarat145800.4002Maruti Suzuki Podar Learn School, Sitapur, Gujarat7040.9759Comprehensive community development initiatives4058070.3039Supporting Vocational training through Japan India Institute for Manufacturing (JIMs) and Support to On-Job-Training program35980.2193Vocational training support to Govt. Industrial Training Institutes (ITIs), Diploma colleges and other skill initiatives170980.4998Apprentice Training at MSIL30791360-degree road safety initiatives under ‘4 E’ Road Safety pillars3877190.1303Andhra PradeshVishakhapatnam5242863Andhra PradeshVizianagaram5190011BiharGaya3933259BiharPurnia432208BiharAurangabad745003BiharMuzaffarpur386430JharkhandEast Singhbhum217154Madhya PradeshGuna300000Madhya PradeshVidisha400000RajasthanBaran4605420RajasthanDholpur4609598UttarakhandHaridwar42252BiharMuzaffarpur96112NoNot Applicable0The Company has a robust customer complaint management system comprising channels such as the Company website and toll-free helpline. The complaint redressal process is well structured with defined escalation mechanisms, which ensures timebound resolution. Through these channels, customers can raise their complaints related to issues faced during purchase of vehicle or during vehicle service.11100No Data Privacy incident reported during FY 2025-2600-00No Cyber incident reported during FY 2025-2600-00-00-1932150As on date of this report, 8 complaints are pending and work is in progress to address these complaints00-00-00-00-00-00-21822750All complaints have been closed as on the date of this report1Due to possible defect in Steering gear box assembly.0-Yeshttps://www.marutisuzuki.com/arena/privacy-policyNo complaints or regulatory actions were reported in relation to data privacy, cybersecurity, advertising or product safety during the year. Complaints relating to sales and after-sales services are addressed through established customer grievance-redressal protocols and monitored to closure. For product recalls and quality-related issues, comprehensive root-cause analyses are undertaken to identify process and control gaps. Corrective and preventive measures may include product-design refinements, enhancement of manufacturing and inspection processes, and improvements at supplier facilities. Key learnings are incorporated into internal evaluation standards, inspection protocols and quality-assurance procedures. Supplier capability-building programmes and best-practice workshops are also conducted to strengthen supplier quality-management systems. The ISO-aligned Quality Management System provides for structured investigation, implementation of corrective action plans, verification of effectiveness and preventive controls to minimise recurrence. Quality systems and processes are periodically reviewed and updated in line with evolving regulatory requirements, industry practices and market expectations. 00NilThe Company maintains a website where information about its products is available. Customer engagement with the brands in the Metaverse has been made for Arena and Nexa through ARENAVERSE and NEXAVERSE respectively. Apart from this, the consumers can also refer to its social media handles. https://www.marutisuzuki.com/ https://www.nexaexperience.com/ The Company has adopted a multi-faceted approach to educate and empower consumers on the safe and responsible usage of its vehicles. Each vehicle is accompanied by a comprehensive owner’s manual that provides detailed guidance on safe operations. The Maruti Suzuki Driving School plays a pivotal role in promoting road safety by offering structured driver training programs for new and aspiring drivers. Additionally, the Company actively shares safety tips and vehicle maintenance advice through its social media platforms. To further reinforce responsible driving behaviour, telematics-based features provide curated feedback to customers on driving patterns. Service reminders such as seat belt reminders and other in-vehicle alerts are embedded to encourage adherence to safe driving practices. As part of its Corporate Social Responsibility (CSR) initiatives, the Company also implements various road safety projects aimed at creating broader awareness and fostering a culture of safety amongst users. Not ApplicableYesYes. The Company provides product information over and above applicable statutory requirements through comprehensive owner’s manuals, product brochures, digital resources and on-vehicle labels or stickers. These provide information on vehicle features, safety, fuel efficiency, responsible usage, maintenance and other operational guidance to support informed and safe use of the vehicle. Yes. The Company regularly undertakes customer satisfaction assessments across the sales and after-sales service journey. Customer satisfaction with the vehicle purchase experience is measured through the Customer Delight Index (CDI). Service quality and customer experience are further monitored through structured feedback mechanisms, including customer complaints per 1,000 vehicles serviced. The Company continuously monitors customer feedback and ensures timely implementation of countermeasures. YesEI 2. As a percentage to total turnover* :- *Revenue generated from sale of vehicles 3. Other* :- *For sales and service-related issues received through centralised customer complaint management system. 5. Yes. Data privacy and cyber security are integral to the Company’s Code of Business Conduct and Ethics and risk-management framework. We have established comprehensive privacy policies to protect all stakeholders’ personally identifiable information. Our Information Security Policy further defines governance, controls, and procedures to ensure the availability, integrity, and confidentiality of information and systems.