SUSTAINABILITY REPORT 2013-15 
   
 
 
People
Safety
Quality
Availability
Environment
Community
Productivity
Engineering
Excellence
Continuous
Improvement
Annexures
 
Summary Report
 
 
ANNEXURES
GRI G3 INDEX
 
Profile Disclosures
Strategy and Analysis
Profile
Disclosures		 Disclosure Level of
reporting		 Location of
disclosure		 For partially
reported disclosures,
indicate the part
not reported		 Reason for
omission		 Explanation for the
reason for omission
1.1 Statement from the most senior decision-maker of the organisation. Fully Message from Chairman

Message from
Co-Chairman & CEO		      
1.2 Description of key impacts, risks, and opportunities. Fully Message from Chairman

Message from
Co-Chairman & CEO

Risk Prioritisation
      
Organisational Profile
2.1 Name of the organisation. Fully Organisation Profile      
2.2 Primary brands, products, and/or services. Fully Our Businesses
Affordable & Innovative Medicine 		     
2.3 Operational structure of the organisation, including main divisions, operating companies, subsidiaries, and joint ventures. Fully Management Council

Operational Footprint		      
2.4 Location of organisation's headquarters. Fully Operational Footprint      
2.5 Number of countries where the organisation operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. Fully Operational Footprint      
2.6 Nature of ownership and legal form. Fully Corporate Governance, AR 2015 (Dr. Reddy's Laboratories Ltd. (NYSE: RDY) is an integrated global pharmaceutical company)      
2.7 Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). Fully Our Businesses

Operational Footprint
      
2.8 Scale of the reporting organisation. Fully Financials
      
2.9 Significant changes during the reporting period regarding size, structure, or ownership. Fully 1 new API plant and 1 new formulations plant have be added to the company's operations in India      
2.10 Awards received in the reporting period. Fully Recognitions
      
Report Parameters
3.1 Reporting period (e.g., fiscal/calendar year) for information provided. Fully Reporting Scope      
3.2 Date of most recent previous report (if any). Fully 8/9/2014
Reporting Scope 		     
3.3 Reporting cycle (annual, biennial, etc.) Fully Reporting Scope      
3.4 Contact point for questions regarding the report or its contents. Fully Reporting Scope      
3.5 Process for defining report content. Fully Reporting Scope

Materiality		      
3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance. Fully Reporting Scope      
3.7 State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope). Fully Reporting Scope      
3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organisations. Fully Reporting Scope      
3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. Explain any decisions not to apply, or to substantially diverge from, the GRI Indicator Protocols. Fully Reporting Scope

KPIs
      
3.10 Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g.,mergers/acquisitions, change of base years/periods, nature of business, measurement methods). Fully Nil      
3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. Fully 1 new API plant and 1 new formulations plant have been added to the company's operations in India and its report scope      
3.12 Table identifying the location of the Standard Disclosures in the report. Fully Report Index      
3.13 Policy and current practice with regard to seeking external assurance for the report. Fully Assurance Statement      
Governance, Commitments, and Engagement
4.1 Governance structure of the organisation, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight. Fully Board of Directors

Board Committees		      
4.2 Indicate whether the Chair of the highest governance body is also an executive officer. Fully Board of Directors      
4.3 For organisations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members. Fully Board of Directors      
4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. Fully Stakeholder Engagement Mechanisms

Investor Day		      
4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organisation's performance (including social and environmental performance). Fully Board of Directors      
4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided. Fully Governance Mechanisms      
4.7 Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organisation's strategy on economic, environmental, and social topics. Fully Board of Directors

Governance Mechanism		      
4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation. Fully Purpose & Promise

Core Values

COBE

SHE Policy

Env Roadmap

Safety Roadmap		      
4.9 Procedures of the highest governance body for overseeing the organisation's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. Fully Governance

Risk Management 		     
4.10 Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance. Fully The Board has carried out an annual evaluation of its own performance, as well as the working of its Committees, AR 14-15      
4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organisation. Fully Risk Management      
4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organisation subscribes or endorses. Fully TERI BCSD Sustainability Charter, CII’s Code for ecologically sustainable business growth, Frost & Sullivan IMEA benchmarking, UN Global Compact      
4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organisations in which the organisation: * Has positions in governance bodies; * Participates in projects or committees; * Provides substantive funding beyond routine membership dues; or * Views membership as strategic. Fully Advocacy      
4.14 List of stakeholder groups engaged by the organisation. Fully Stakeholder Engagement Mechanism      
4.15 Basis for identification and selection of stakeholders with whom to engage. Fully Stakeholders      
4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. Fully Stakeholder Engagement      
4.17 Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting. Fully Materiality