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Home  >> CSR 2009 >> CSR details

Also see : Corporate Social Responsibility, Details of CSR of 501-1000 companies - 2008, Karmayog CSR Ratings - 2008, Karmayog CSR Ratings 2007

CSR 2009 Details of JSW Steel Ltd., Mumbai, Maharashtra
JSW Steel Ltd. - Corporate Social Responsibility Activities are as follows
 Company Profile
 Company's Slogan The Challengers. Steel in Young India.
 Company's Vision # Preparation and grooming of the next generation of young thinkers. # Continuous improvement of cost stewardship in the value chain. # Ability to nurture lasting customer relationships, by anticipating needs and delivering beyond expectations. # Catalyst for growth amongst the nation’s steel industries. # Marketing of value added branded products for both domestic and global markets.
 Company's Mission -
 Special Notes -
 Company Type Indian Multi National
 Industry Sector Iron and Steel
 Products / Services 1. Hot Rolled Steel Strips/ Sheets/ Plates
2. MS Cold Rolled Coils/Sheets
3. MS Galvanised Plain/ Corrugated/ Colour Coils
 No. of employees 7669
 Other locations of factories / offices Plants at Vijayanagar (Karnataka), Vasind (Maharashtra), Tarapur (Maharashtra), Salem (Tamil Nadu), Goa, Jaipur, Kolkata, Vishakhapatnam, Ratnagiri (Maharashtra)
 Financial result for time period April 2008 - March 2009
   -Sales Rs. 16207 Crores
   -Profit before tax Rs. 315 Crores
   -Net profit after tax Rs. 275 Crores
   -CSR Budget Not Disclosed
 CSR Activities
 Trust / Foundation for CSR JSW Foundation
 CSR Areas 1. Children
2. Community Welfare
3. Education
4. Employee Welfare
5. Environment
6. Girl Child
7. Healthcare
8. Heritage Conservation
9. Poverty Eradication
10. Rural Development
11. Sports
12. Vocational Training
13. Women
 Three main CSR activities 1. Community Welfare
2. Environment
3. Education
 Publish Sustainability Report No
 Member of Global Compact No
 CSR activities in brief

Pg. 31 of Annual Report


(c) Environment

JSW Steel – the ‘green’ steel manufacturer


Steel manufacturing involves considerable natural resource usage and toxic waste emission that could affect the ecology of the location. The philosophy to ‘give back more than what is withdrawn’ guides every strategic organizational decision and operation.

The Company’s environment commitment extends beyond the ordinary to create a benchmark for the Indian steel industry. Its focus is not just commerce but the community, not merely products in the narrow sense but holistic progress. It strives to meet the needs of the present generation, without compromising the ability of future generations to meet theirs.

Environment management

Air pollution management

Water pollution management

Hazardous waste management

Solid waste management

Air pollution management

Air is polluted by the waste gases from chimneys, toxic chemical gases and dust from the plant. The Company follows a structured procedure for combating air pollution; it has divided air pollutants into two distinct sections, primary (associated directly with the manufacturing process) and secondary (associated indirectly with steel making).


Minimizing primary pollutants

• For clearing the waste gases from chimneys, the Company fitted stateof-the-art ESPs, bag filters, scrubbers, cyclones and dust suppression systems across its 118 chimneys. Chimney heights are at 15-125 meters, minimizing the release of hazardous elements.

• For minimizing emission during coal cake charging, the Company incorporated a jumper technique.

• For minimizing the load on the air pollution system, waste gases from the coke oven, corex units and blast furnaces are recycled for power generation and various production processes.

Secondary pollution management

The Company invested in state-of-the-art equipment to minimize secondary air pollution not covered by the statutory norms, through the following initiatives:

• Invested in 4 vacuum cleaners for road sweeping 3 times in a day.

• Installed CCTV cameras at the top of its corex units, a proactive monitoring system for fugitive emission.

• Used closed containers for transporting the dust collected in bag filters and other devices.

• Installed a unique vacuum spillage system to collect material spillage between conveyors and junction boxes.

Initiatives for improving ambient air

• Increased the number of bag filters across the plant in line with enhanced operational scale. Redesigned the bag filter emission limits at 50 mg per m3 of air – much lower than the national standard of 150 mg per m3 of air - which will significantly reduce the emission level.

• Commissioned de-sulphurisation station at the new coke oven to reduce sulphur dioxide emission.

• Introduced the dust suppression system that sprays water in the material stacking yard and conveyor belts to reduce spreading of dust.

• Installed the dry fog dust suppression system that controls the dust in the air.

Water management

Effective water management is indicated by zero effluent discharge from its plant.

The Company sources its daily water requirement from the dam on the rain-fed Tungabhadra river situated 30 km far from the site. It built water pipe to draw water from the dam to meet its daily requirements.

It created a cascading system of water reuse, where the blow-down water from one process is effectively utilized for another; whatever remains is stored in a guard pond (10,000 m3 capacity) and is used to meet the requirement of the beneficiation plant and horticultural purposes. The Company invested in water treatment plants at all operating units, with primary and secondary cleaning stages for water recycling.

This resulted in the Indian steel industry’s lowest freshwater consumption per tonne of steel.

Water conservation initiatives

• Collected water from the seepages in the pond which would have been otherwise wasted, amounting to 12,000 m3 of water daily; the seepages are connected with necessary pipes.

• Initiated the re-use of blow-down water from Captive power plant II, Corex I and II for slag and coke quenching and ore beneficiation, among others. The ore beneficiation plant uses recycled water everyday.

• Upgraded the sewerage system at the Vijayanagar and Vidyanagar townships which will recycle drainage water, rendering it usable for gardening.

• Initiated the use of special chemicals which enables the Company to recycle water.

Hazardous waste management

The hazardous waste mainly comprises oil derived from hydraulic lube and waste water treatment plant. This oil is sold to government approved re-processor in Gujarat. The other hazardous wastes like sludge from BOF plant, CRM oil sludge, cyanide and phenol from the water treatment plant are incinerated through incinerator installed at the plant.

Solid waste management

The steel manufacturing processes at works generates three kinds of solid wastes – slag, sludge and mill scales. The Company opted for efficient technology to reuse solid waste. It also created a centralized waste collection system, where solid waste is segregated into various heads to be sold, enhancing revenues.

Slag: Slag is generated largely from blast furnaces and the steel melting shop. To manage the slag quantity, the Company installed a slag granulation facility (for granulating the slag) and magnetic suppression mechanism (for extracting the iron content in the slag).

Of the total slag generated, around 60% is sold to cement manufacturers; a smaller quantum is used in the sinter plant and Corex units to utilize the lime content; some are used to extract the iron content to be utilized as scrap in the steel melting zone. Fines are used for building slime pond.

Sludge: Sludge is generated in water treatment plants, iron-making zone (Corex unit and BF) and the steel melting shop. The pellet plant is the largest sludge consumer – accounting for 90% of the BOF sludge and 65% of Corex and BF sludge. The unutilised quantity is securely stored in the slime pond.

Mill scales: Mill scales are mainly generated from the HSM plant, CRM plant and continuous casting units.

Waste management: Being iron-rich waste, the entire mill scales is recycled through the sinter plant.

Other solid wastes

Lime plant waste: Lime plant generates lime fines. About 70% of the lime fines are sent to the sinter plant and around 30% is consumed in the hot metal pre-treatment facility.

Refractory waste: Out of the refractory waste generated, 60% is used for rebuilding the converters used in the steel melting shop.

Non-process solid waste: Non-process waste includes tyres, bag filter, rubber goods, copper cable, etc. The non-usable wastes are incinerated by an incinerator with a capacity of 250 kg per hour, while the rest are sold off.

Usage of ozone depleting substances

The Company does not use any ozone depleting substances such as CFC gas and R11 gas, among others.

Green cover

The Company landscaped its unit with a singular vision – ‘operating a steel plant within a garden’ – through a number of initiatives:

• Planted more than 1.2 million trees in only 12 years; about 55,000 trees were planted in 2008-09.

• Created a separate department for managing the in-plant landscape.


(13) CSR - Corporate caregivers

“Life is a gift and if we accept it we must contribute in return” – Albert Einstein


The Company’s overarching philosophy is to emerge as corporate caregivers, investing around 1.5% of our net profit to accelerate inclusive and participatory societal growth. The JSW Group has formed a trust – JSW Foundation – to drive its CSR activities.


CSR snapshot

Programmes/Activities Beneficiaries

Supported small businesses (dairies) through SHG formation and federated them as Mahila Dairy Development Group - 350 rural women

Set up rural BPO centres - 300 women

Trained and employed rural women with JSW’s associate companies - 81 rural girls

Imparted training on tailoring to rural women - 200 rural women

Enhanced technical training through Computer Assisted Learning Centres in government schools - 6,614 primary school students

Established Balwadi schools - 322 children and 25 local girls

Introduced accelerated learning methodology - 925 slow learners (children)

Set up mobile libraries for children  - 1,062 children

Set up village learning centres  - 400 dropouts

Introduced Akshaya Patra mid-day meal for schools - 1,14,000 children from 402 schools

*Provided plates and glasses for mid-day meal schemes

*Provided slates, notebooks and sports kit - 2,700 children

Developed rural infrastructure (school compound walls, class rooms, toilets, roads, drainages, garbage management and drinking water facilities) - Nearly 10,000 families

Conducted vocational training courses (welding and gas cutting, masonry, tailoring, self-employment and educational training) - 92 youths and 75 girls

Set up general health camps 4252 patients

Conducted eye camps 1,165 patients

Conducted HIV/AIDS awareness programme 1,008 employees, 85 BPO employees, 35 school teachers, 87 truckers on national highway, 15,000 families of surrounding villagers

Organized sports camps; sponsored individuals and teams Around 100 children

Conducted Agro Eco Systems Improvement programme 60 farmers from four villages

Organised garbage management in surrounding villages Covered five villages; 7,350 families and a population of 32,500

Popularised model village development Vaddu village (1,700 families covering 7500





• To sensitise the need for education among regular and contract employees’ children by establishing schools at the Company’s vicinity.

• To make the learning process in surrounding village schools more exciting for children.

• To build confidence among school dropouts to join back.

• To provide a ‘parental role’ through monitoring first generation learners.

• To demonstrate innovative methods at government schools, improving learning standards.

• To explore and nurture rural talents.


Jindal Education Trust: Jindal Education Trust runs three English medium schools – Jindal Vidya Mandir and Jindal Adarsh Vidya Mandir at Vidyanagar, along with Jindal Vidya Mandir at Vasind. The IMC-Ramkrishna Bajaj nation al quality cell has recognized the quality of education imparted at the Vasind School. Over 17 children from a labour colony (Vidyanagar) were admitted to school in 2008-09, totalling 28 children (11 children in 2007-08).

Rajeev Gandhi Institute for Steel Technology: Collaborating with the Karnataka government, the Company has formed the Rajeev Gandhi Institute for Steel Technology, offering courses in line with steel industry requirements.

The institute aims at conducting formal diploma, degree and PG courses in engineering (especially steel manufacture, mining, management and safety, among others).

Fulfilling education needs for employees: The Company collaborates with premiere engineering colleges (BITS, Pilani) to enhance employee skills and knowledge priorities.

Scholarship for employee community achievement: The Company provides an annual scholarship (Rs. 25,000) to help talented children of employees. Educational initiatives for surrounding villages: School Development and Monitoring Committee was formed to drive rural educational initiatives, helping villagers to avail of the Company’s educational initiatives.


Akshayapatra, the mid-day meal programme for school children: The JSW Foundation has collaborated with Akshayapatra to provide mid-day meal to more than 1,13,861 students from 402 government schools in and around Karnataka’s Bellary district to prevent dropout levels; the Foundation provides Rs. 1 crore annually for this initiative with enthusiastic contributions from the Company’s employees.

Computer-assisted learning centres: Collaborating with Azim Premji Foundation and the Government of Karnataka, the Company has set up Computer Assisted Learning Centres in 25 government schools with 107 computers. Local youth are appointed to teach in these centres for one year, benefiting 10,000 students in 25 schools. Nearly 104 girls were trained in typing skills at various CALC centres with 43 joining Datahalli (rural BPOs).

Accelerated learning programme: Covering 19 government primary schools – in co-ordination with Akshara Foundation – the programme aims to improve reading, writing and numerical abilities of slow learners. Around 954 students from 19 schools were targeted and around 775 students completed this programme.

In 2008-09, the programme helped around 312 slow learners and 185 dropouts

across 20 Village Learning Centres.

Balwadis: JSW Foundation has set up 19 balwadis to provide quality education

to rural children, creating employment opportunities to local women. These

women run balwadis in their houses charging nominal fees. JSW Foundation’s

Vishala balwadis are run free of cost; about 14 balawadis (334 children) and 18

mobile library centres (1010 children) are being run in surrounding villages.

Children mobile libraries: The Company has taken an initiative to set up

mobile libraries at 20 villages to grow reading habits among rural children

(6-14 years). The balwadi teachers charge nominal fees for library membership,

helping 500 children and creating livelihoods for 181 rural women.

Village learning centres: Spread across 20 villages these centres help rural school dropouts (6-14 years); rural educated women conduct ‘bridge courses’ for these dropouts, enhancing motivational levels through special evening programmes and bringing these young people back into the mainstream; around 1,000 children were benefited through these interventions.

Summer camps: Organized during summer holidays across 20 villages these camps to enhance creative skills of rural children; around 785 children participated so far, of which 297 children from 11 villages benefited in 2008-09.

Plant visit for local school children: JSW Foundation organised plant visits for local school children in Vijayanagar; around 1,147 school children from seven government primary schools participated in this exercise.

School infrastructure up-gradation: JSW Foundation upgraded school infrastructure (construction and extension of school compounds and class rooms).

Education and women empowerment

Shivagangamma, a widow with two children, sought job assistance from JSW Foundation. She was motivated to set up a balwadi (crèche) centre in her village (Chikka Antapura). She was provided teaching and playing materials worth around Rs. 5,000 and a 10-day entrepreneurship and skill training. She earned Rs. 1000 as an honorarium and later she charged nominal fees from the balwadi children. She started her balwadi centre with around six children and later her students increased.

She also conducts evening tuition classes and runs a children library for which books are provided by JSW Foundation. She earns around Rs. 3,000 monthly by looking after 45 local children.

Women empowerment


• To create livelihoods for rural women by providing revolving fund, skill training and other linkage services.

• To empower rural women to reduce gender-based discrimination. Programmes

Mahila Dairy Development Group (MDDG)/Self Help Groups (SHGs): JSW Foundation formed the Mahila Dairy Development Group (MDDG), providing loans (Rs. 80,000 to Rs. 1 lakh) to encourage rural entrepreneurship. The programme now covers around 350 members – started with four women divided into 25 SHGs. The groups are also encouraged to save (Rs. 100 each member) to extend loans in the form of micro finance. Around 136 SHG members – 74 people took loans for dairy activity and the rest for small


Tailoring training: JSW Foundation has set up a tailoring centre to provide tailoring training to the women in the neighbouring villages. So far around three hundred women have been trained on tailoring and about fifty have been facilitated to pass the tailoring examination conducted by Dept. of Technical Education, Govt. of Karnataka, Bangalore. The women are also facilitated to undergo an advanced training in tailoring in coordination with Dept. of Small Scale Industries, Bellary. Around 200 women have been trained in tailoring trade. The center is upgraded with modern tailoring machines.

Unorthodox job trainings: JSW Foundation has initiated training for operating

heavy earth moving vehicles for the women having higher secondary level of

education. So far Around 80 women from the surrounding villages have been

facilitated for placement with the Associate Companies of the Company.

Dairy – a way to enhance livelihood

Parvati Shankrappa’s income (Rs.800 per month) was inadequate to run her family; her husband’s sickness made the entire family dependent on her meagre income. She joined a SHG (Atnal Maremma) – formed and supported by JSW Foundation under the Mahila Dairy Development Group – who encouraged her to buy a buffalo and start dairy activity. Today, she is a proud owner of five buffaloes earning around Rs. 3,000 to Rs. 4,000

monthly. She can now take care of her family and even send her children to school. Parvati is grateful to JSW Foundation for the difference it has made in her life, and even encourages other rural women to follow her example.


Community health


• To provide doorstep medical care by conducting general health checkups.

• To provide a special healthcare for the old persons by conducting cataract screening and free surgeries.

• To identify potential HIV cases through STI/RTI check-up camps.

• To prevent the spread of HIV/AIDS cases, enhancing rural awareness.


Health check up camps: JSW Foundation conducts two general health check-up camps every month across 19 villages providing screening and free medication facilities to around 150 patients on an average. Around 35 general health camps were organised, of which 23 were conducted in 2008-09, totaling 5,289 patients, of which 3,857 were treated in 2008-09.

Conducted household surveys in selected villages around the plant locations to ascertain prevalence and intensity of physical and mental disability in collaborations with vocational training providers for this segment.

Free cataract camps: Free cataract camps are conducted every month to treat cataract patients; on an average 100-130 patients are screened and 40-50 patients are operated in each camp. Around 10 eye camps were organized and a total of 1,165 were screened, 442 were identified with cataract and 383 were operated.

Sexually transmitted infections and reproductive tract infection camps:

One camp is conducted each month in the surrounding villages of Plant.with the coordination of MYRADA (NGO). Around 70-100 patients are screened every month – through door-to-door visits – and free medication is arranged by the JSW Foundation. Around seven STI/RTI camps were held and 564 patients availed of the opportunity to get treated for gynaecological problems.

HIV/AIDS intervention: To prevent and create awareness against HIV/AIDS, JSW Foundation undertakes various initiatives like organizing street plays – 18 street plays were organised so far – and celebrating World AIDS Day, among others.


Model village


• Developing rural infrastructure (roads, drainage system, library and art centre, among others).

• Creating sanitary facilities for effective disposal of solid waste and improving living conditions.

• Sensitising rural eco-friendliness through enhanced tree planting.

• Accelerating rural socio-cultural development.

Village development programme

JSW Foundation selected Vaddu to develop as a model village; the village had around 1,700 households in June 2008.

Divided into two phases, the first phase would focus on the following:

development of roads and pathways; drainage system up-gradation;

construction of public toilets; garbage management; street lights and tree plantation. Around 450 metres of drainage work, 1,930 metres of road work and community toilet centre for women were developed. Phase II of the programme would comprise construction of schools, drinking water facilities, public-health centre and ranga mandira; roof water harvesting would also be initiated.


Garbage management


• To create garbage-free villages by using garbage handling mechanism.

• To create rural awareness about the importance of hygiene and the critical role people can play to make that a reality.

• To minimize wastes produced by introducing recycling and reusing technologies.


The Company initiated ‘Shuchi Grama’ – a garbage management project in the villages of Toranagallu, along with Vaddu, Basapura and Talur villages, covering 7,350 families. The Company developed this programme in consultation with local panchayat members, local leaders and gram panchayat secretaries, women self-help groups, youth  organizations and school authorities.

The solid waste management focuses on: primary collection of wastes; sweeping of streets and cleaning of drainages; secondary collection, transportation, disposal and recycle of wastes in the dumping yard. The bio- degradable and non bio-degradable wastes are collected separately and transported to dumping yards. The bio- degradable waste is spread to these units --- layer by layer (about 1 ft. height) every day in the dumping yard and suitable compost cultures are added so that the material gets

decomposed faster.

Besides, various programmes were implemented to enhance awareness about health and hygiene and the surrounding environment through door-to-door campaigns, mass campaigning by school children and SHGs, street plays and workshop for suchi mitras, among others.


Art and culture


• Conservation of select monuments at Hampi (world heritage site)

• Promotion of local arts, including performing arts.


Monument restoration: The Company approached the Asiatic Society of India and the Government of Karnataka to restore the heritage temples at Hampi through the formation of Hampi Foundation. The Company also restored ‘Manmatha Kunda’ – a pond of mythological importance near Sri Virupaksheshwara temple. The Hampi festival is annually co-sponsored by the Company and also re-published a book on Hampi – ‘New Light on Hampi’.

Other programmes: To promote and restore art and culture, the Company has taken the following initiatives:

• Promoted the local performing arts such as ‘bylata’, ‘dollu kunitha’ and mythological dramas in the surroundings areas of its plant in Toranagallu.

• JSW Foundation constructed Rangamandira, an art theatre in Vaddu (model village).

• JSW Foundation has formed ‘Kala Sangha’ – art association among the employees for promoting local arts and culture; this group performs programmes to highlight the local art and culture periodically. They also identify the renowned local artists and felicitate them. Local troupes ware invited to perform on specific themes to enhance awareness among rural folk and township residents.

• A workshop was commissioned to conduct residential art camps for artists across the country.

• Kaladham (art centre) was developed in Vidyanagar township, promoting various art forms.




• Enhance crop yields by improving farming techniques.

• Adopt ecological farming practices to reduce soil-and-water pollution.

• Achieve self sufficiency in quality seed availability.

• Integrate horticulture and dairy activities in the farming system.

• Make pesticide-free farm outputs available to consumers.


The project area comprises four villages (Antapura, Kodal, Nagarapura and Kurekuppa) based on the crops grown and the farmer interests; around 60 locales were selected and divided into six groups. The Foundation has formed linkages with the University of Agricultural Sciences (Dharwad) for providing critical bio-inputs and the Department of Agriculture (Karnataka) for supplying seed material and gypsum.

During 2008-09, the Company organised study tours for farmers to the University of Agricultural Sciences (Dharwad), introducing farmers to innovative farming practices. They were given regular training on compositing, vermincompositing, preparation of bio-fertilizers and bio-pesticides. The result was encouraging: farming input cost declined by Rs. 900 per acre, keeping the yield at the same level.

Two groups were formed in Kurekuppa with 17 members and Antapura with 14 farmers during June 08 and bank accounts were opened for the implementation of farm-based livelihood programmes.

Other initiatives comprised: crop plans for 52 farmers (kharif season during April-June 2008); trainings conducted on pest management in cotton and jowar, bio-mass generation and composting during June 2008. During July 2008, four trainings on crop management and two group meetings were conducted in Kurekuppa and Nagalapura villages. Farmer meetings were organized in Kurekuppa for sharing the experiences of natural farming with that of Bellary Organic association members. One orientation meeting was conducted in

Gangalapura village of Taranagar Panchayat on soil fertility management and crop protection through botanicals.

Natural farming can enhance soil fertility

Mr. Nagabhushana of Kodal village used to apply chemical fertilisers for his seven acres for producing onion, sunflower and jowar. But after attending the training programme on composting, mulching and Jeevamrutha (biofertiliser) preparation he switched to natural farming. He stopped burning crop residues and used them for the preparation of compost. He prepared Jeevamrutha for onion crop, producing quality onions. Mr. Nagabhushana is now convinced that the application of Jeevamrutha can enhance soil fertility. He is determined never to use any chemical fertiliser and is even encouraging other farmers to emulate his technique.


Vocational training


• Realizing participatory and inclusive growth

• Nourishing local talent to enhance employability

• Maintaining social harmony by improving quality of life

• Catering to industry requirements in Bellary and other places

• Arresting distress migration through livelihood creation


JSW Foundation engaged the Nettur Technical Training Foundation (NTTF), – an ISO 9001 certified and world renowned vocational training provider, – to impart vocational training in the field of mechanical maintenance, electrical maintenance and computer application. Each year around 200 students benefit training is imparted at subsidized tuition fees and students from the entire state of Karnataka can enrol. The courses are conducted at the newly built O.P.

Jindal Vocational Training Centre at Toranagallu; programme duration is one year and after successful completion, the trainees are issued certificates. The successful candidates are also provided 100% job placement. ‘Shramsadhana’ Vocational Training Centre (SVTC) at Vasind: Started in March 2003 with 30 students in 2003 the facility has expanded to cover 266 students.

A need assessment study to determine the trades to be offered.


Rural BPO

The JSW Foundation, along with a leading BPO consultant, has formed a 100- seater non-voice BPO to enhance rural employment for women; over 400 girls across 30 villages and three towns across a 40 km radius of the Company’s Vijayanagar Works were benefited. The project provides a monthly earning potential of up to Rs. 5,500 for girls who had completed secondary and senior secondary standards. Four girls from the BPO got employment opportunities in the government-run ‘Nemmadi Kendras’ (e-governance cells). The women

received intensive training on personality development and career planning.



To encourage rural sports the JSW Foundation has formed the Jindal Squash Academy, Jindal Badminton Academy, Jindal Swimming Academy and Jindal table Tennis Academy. These academies provide necessary trainings and students have attained national-level success in many events.


 Additional CSR Information -

 CSR Contact Person
 Name of contact person Ms. Sangita Jindal
 Designation Chairperson
 Company Name JSW Foundation
 Contact Address 2nd Floor, Victoria House, Pandurang Budhkar Marg, Lower Parel, Mumbai - 400 013
 Phone 022-24927000
 Fax 022 24917960
 Email Id   
 CSR Website / Section
 Company Contact Information
 Company Name JSW Steel Ltd.
 Registered Address Jindal Mansion 5A, Dr. G. Deshmukh Marg
Maharashtra, Mumbai - 400 026
 Phone 022 - 23513000
 Fax 022 - 23526400
 Email id
 Year of Establishment 1994
 Name of the Chairman / CEO Mr. Sajjan Jindal
 Designation Vice Chairman & Managing Director
 Karmayog CSR 2009 Rating 3 / 5
 Karmayog CSR 2008 Rating 3 / 5
 Karmayog CSR 2007 Rating 3 / 5
 Posted on : 24 Feb, 2010