For a better tomorrow

Hero MotoCorp Limited

Annual Sustainability Report 2021-22
GRI Standards
Updated release: 09.08.2022
We must do something
for the community
from whose land we
generate our wealth.
Dr. Brijmohan Lall Munjal
Chairman Emeritus
Chairman’s message
Dear Stakeholders, Hero MotoCorp and our growth story. It is not
just an endeavor to keep our planet green and
The necessity for collaboration clean, it is no less than a mission for the entire
and transformation has never Company; and for me personally.
been more relevant than in the For us, the financial year 2021-22 (FY’22)
current times. Just embracing was marked not only by its challenges due to
COVID-19; it was also a true testimony of the grit,
change will not suffice; we must determination and agility of every member of the
take bold actions today to live Hero ecosystem who came together to fight it.
and work in a more sustainable While our priority and focus remained on health
manner tomorrow. and safety of the entire ecosystem, we directed
concentrated efforts towards environment
The unprecedented events of the past protection, business continuity and fostering
two years put to test the economic, social inclusivity. On this accord, we led from
environmental, healthcare and social systems the front to offer smart mobility solutions, spur
across the world. The global economy has technological innovations to enable the transition
been hit hard by shutdowns resulting in to a low-carbon economy, and to create shared
significant and lasting disruptions - affecting benefits for stakeholders. Indeed, Sustainability
businesses, investors, and consumers alike. is at the heart of everything we do.
Specifically, the COVID-19 pandemic has
accelerated the appreciation of the necessity At Hero MotoCorp, Sustainability is not just
for a more deliberate and sustainable about targets, but a way of life: from extensive
approach overall; whether it is for business, stakeholder engagement, benchmarking
life or investments. exercises, review of emerging climate scenarios,
to achieving our sustainability vision and
Dealing with climate change is one of the mission. That said, we have set focus across the
greatest challenges faced by the world today. areas of Value Chain Zero Emission Approach,
It is here that our transformation journey Positive Ecosystem, Circular Economy and
intersects with our sustainability journey. Business Transformation.
Therefore, the biggest impact we can make
is by working with our stakeholders to We have progressed steadily on our
develop sustainable innovations that sustainability aspirations and have come a long
would address the world’s climate related way to achieve our targets in FY’22:
challenges at large.
⟩ Achieved 75% waste neutral facilities through
Sustainability and consciousness towards recycling and co-processing initiatives
the environment has been fundamental to (target 100% by 2025)

3 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Chairman’s Message Contd.
⟩ Carbon neutral operations stands at 33% Hero MotoCorp is at the cusp of entering We will continue to vigorously follow
(target 100% by 2030) the promising green mobility space as we policies and initiatives that support women
take strides to transform our leadership empowerment. With an overall diversity
⟩ Achieved 399% water positive facilities in the internal combustion market into the ratio of 9.3%, at the Board, the Company
(target 500% by 2025) electric vehicle space. is represented by 30% female diversity.
⟩ Reduced total energy consumption We signed the United Nations Women’s
To lead the migration to this new future
by 17% Empowerment Principles, reiterating our
of mobility, I unveiled Vida – Powered
commitment as a leader in the Indian
⟩ Improved solar footprint by 10%, by Hero - a brand new identity for our
automotive space for empowerment
generation of 10 Million units of Green emerging mobility solutions.
of women.
energy annually I also announced a $100Mn Global
Our CSR efforts and initiatives continue to
⟩ In the Dow Jones Sustainability Index, Sustainability Fund which will aim to
be tailored to the distinctive requirements
we retained our position in the Emerging establish global partnerships with the
of the diverse communities where we
Markets Index in FY’20 & FY’21 objective of nurturing more than 10,000
operate, maximizing the value and impact
consecutively – the only Motorcycle & entrepreneurs on ESG (Environmental,
of every contribution.
Scooter Company in the world to do so. Social, and Governance) solutions that will
have a positive impact on our planet and We are cognizant that the race to resilience
⟩ Along with its 500th patent application, its people. will be both challenging and exciting: we
the R&D team at the Centre of Innovation remain optimistic about the future.
& Technology located in Jaipur, India These initiatives are aimed at accelerating
became the first R&D unit in India to our electric journey and to quickly bring With passion and collaboration, we believe
receive the “Confederation of Indian sustainable mobility solutions that deliver we can build a better future together for all
Industry (CII) GreenCo Platinum” rating in value to our shareholders, our stakeholders of us and the generations ahead.
its category. and our entire ecosystem.
Warmly,
Our path to a sustainable future is an Diversity & Inclusion (D&I) is another
Dr. Pawan Munjal
ongoing process. In keeping with our vision one of our key base foundation and
Chairman and CEO
- Be the Future of Mobility - we are forging guiding principles. We will ensure and
Hero MotoCorp
ahead with a clear focus on sustainable strive to foster equal opportunity, women
mobility, and strong collaboration. empowerment and growth for all.

399%
Water positive
33%
Carbon Neutral
9.3%
Gender
75%
Zero Waste to Landfill
facilities operations Diversity Certified Facilities

4 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Message from the sustainability
steering committee

Vikram S. Kasbekar, Mike Clarke, Reema Jain,

Executive Director Chief Operating Officer and Chief Information and
Chief Human Resources Officer Digital Officer
Dear Stakeholders,
Hero MotoCorp’s Sustainability Steering Committee has always believed that there is With this goal in mind, this year, we formally commenced the transition from our highly
a need for businesses to take action on balancing their economic and environmental commendable Green Partner Development Programme (GPDP) to a Sustainable
imperatives by embracing technological innovations, respecting the dignity of Partner Development Programme (SPDP). The governance mechanism of the complete
stakeholders and directing resources towards resilience. programme has been highly effective, thanks to the efforts of a committed core team
and enthusiastic colleagues. During the year, the team has thoroughly devoted its
We started our formal sustainability journey five years ago. The recognition of Hero focus and energies towards setting long-term sustainability aspirations, which will
MotoCorp in the Dow Jones Sustainability Index (DJSI), with inclusion in the emerging be discussed in this report. The team carried out comprehensive due diligence and
markets index, and our status as a global leader in the Sustainalytics platform in the thorough mapping of industry trends to support the formulation of the aspirations.
motorcycle and scooter category twice in a row, clearly demonstrate the efforts that the
team has made on the ground. We are moving in the right direction in our sustainability With accelerated focus, directional efforts and an overall vision leading towards
journey to pave the way for an equitable and sustainable society. becoming the future of mobility, our Company is strongly aligned with sustainability
in all its activities.

5 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Sustainability Scorecard | Global ESG Platforms

Member of Low ESG Above average degree of

Emerging Market Index Risk Company transparency in ESG

FTSE
Russell

Member of Good relative

Emerging ESG Index ESG performance

ESG - Environment, Social & Governance

6 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Going the Extra Mile Responsibly
Solar Energy Generation and Use Total Water Consumption

12.00 1,200.00

10.00 1,000.00

10.67

1,100.20

1,056.45

1,008.96
Water (million Litre)
Solar Energy (GWh)

9.18
8.00 800.00

916.00
8.34

824.01
7.43

6.00 600.00
5.57

4.00 400.00

2.00 200.00

0.00 0.00
FY18 FY19 FY20 FY21 FY22 FY18 FY19 FY20 FY21 FY22

Total Electrical Energy Consumption Total Water Recycled and Reused

200.00 800.00
180.00
177.27

700.00

730.13
160.00

694.70
163.51

160.08

600.00
150.90

140.00

Water (million Litre)

576.05
137.00

564.59
500.00
Energy (GWh)

120.00

501.22
100.00 400.00
80.00
300.00
60.00
200.00
40.00
20.00 100.00

0.00 0.00
FY18 FY19 FY20 FY21 FY22 FY18 FY19 FY20 FY21 FY22

7 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Going the Extra Mile Responsibly contd.

Recycled Material Used in manufacturing - Steel and Aluminium Total Waste - Hazardous and Non-hazardous

160.00 50.00

140.00 45.00

46.31
139.29 40.00
120.00
123.93
Material (Kilo Tonne)

118.01
35.00

Waste (Kilo Tonne)

100.00

105.49
30.00

88.29
80.00 25.00

60.00 20.00
15.00
44.00
10.00

12.75
12.65

10.64
20.00

9.50
5.00
0.00 0.00
FY18 FY19 FY20 FY21 FY22 FY18 FY19 FY20 FY21 FY22

Female Diversity Beneficiaries of Project Shiksha

2500 5.00

No. of Beneficiaries till year (In lakh)

4.37
4.31
2,079

4.15
2000 4.00
Female Diversity Count

3.67
1500 3.00
1520
1449

2.57
1000 2.00

500 1.00
624
455

0.00 0.00
FY18 FY19 FY20 FY21 FY22 FY18 FY19 FY20 FY21 FY22

8 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Going the Extra Mile Responsibly contd.

Specially-abled Workforce Beneficiaries of Ride Safe Training

120 10.00

No. of Beneficiaries till year (In lakh)

100
8.00
Specially-abled Count

98

9.21
80
6.00
60

66

7.68
60

6.56
4.00
53

5.03
40
45

3.06
2.00
20

0 0.00
FY18 FY19 FY20 FY21 FY22 FY18 FY19 FY20 FY21 FY22

Our Values

21,000 employees were engaged to select the colors of “Our Values”

9 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Content
About the report 11 Value chain engagement on 35
Talent management 86
sustainability 94
Hero MotoCorp – a global 12
Our key performance 36
Inclusive growth
COVID-19 Support in 100
company with over 100 indicators
million customers Certifications, awards and 39 FY 21-22
Our DNA 14 recognitions Climate
Stakeholder engagement and 40 protection 102
Our people 15
materiality Energy management 106
Our strategy 16
Sustainability foundation and 45
Water 107
Our excellence in customer 17
framework
centric approaches Materials 108
Our sustainability strategy 46
109
Our progress at present 18 Waste
Responsible 112
Extensive product portfolio 18 Air emissions
business 49
112
Scaling global heights 20 Product stewardship
Brand and reputation 50
Riding into a better tomorrow 21 Our way forward 113
management
Our sustainability journey 23 Assurance report 114
Business ethics & 51
Global reporting 116
Expanding across the globe 24 compliance
initiative index
Structured corporate 25 Business growth & 52
Business responsibility & 121
governance profitability
26 60 sustainability report
Sustainability governance Data privacy
(BRSR) linkage
Business dealings with an 27 Value chain sustainability 62

external ecosystem Business continuity plan 68

Compliance – existing and 28

Social
beyond inclusion 69
Responsible investments to 29
70
Health,
pursue new growth
safety and well being
Utilising local potential – 30
Human rights 78
local procurement and hiring
Risks and opportunities 31 Diversity & inclusion 79

10 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

About the report
The environment performance data tracking of a variety of data related to 3000 (Revised) ‘Assurance Engagements
Financial Year 2021–22 disclosed in the report is pertinent to our sustainability performance. We have other than Audits or Reviews of historical
This is the fifth Sustainability Report the manufacturing plant sites, the GPC pointed out any significant limitations in Financial Information’ issued by the
published by Hero MotoCorp Limited. Being and the CIT. The disclosure regarding the information presented in the report, International Auditing and Assurance
cognisant of its responsibility towards the people performance covers these areas where applicable. We reserve the right to Standards Board. The subject matter,
environment and society, our Company as well as our corporate office and Indian change our internal guidelines regarding criteria, procedures performed and limited
has reported the same comprehensively manufacturing plants. the inclusion of data in the Sustainability assurance conclusion are presented in the
through a Global Reporting Initiative Report; however, any such changes will be assurance report attached at the end of
(GRI) Standards-compliant Sustainability Data Compilation Methodology clearly communicated in a timely fashion. this report.
Report in accordance with the ‘Core’ option The major indicators related to governance
The data published in our sustainability
prescribed by the GRI.
report is collected through various internal
have also been covered in this report. Suggestions and Feedback
reporting systems specifically related to We welcome any comments and/or
The reporting period is concurrent with
this report, most of which are different
Assurance suggestions on the report’s content and
the financial year April 1, 2021, to March 31,
from those applicable to the financial Limited assurance on certain agreed/ flow. Please send your comments to
2022. This report can be found on
information presented in our Financial identified sustainability indicators in this
our website:
Statements (as listed in the Financial report has been provided by [email protected]
https://www.heromotocorp.com/en-in/investors/ Statements from the Annual Report for Price Waterhouse Chartered Accountants
sustainability-report.html
FY 2021–22). We utilise a range of systems LLP in accordance with the International
and practices to ensure regular and reliable Standard on Assurance Engagements ISAE
Report Profile
This report conforms to the GRI Standards,
and the disclosures are in accordance with
the ‘Core’ option prescribed by the GRI. The
GRI’s latest update on Universal Standards
has been duly incorporated in the report
at appropriate locations, and linkages
have been established. The information
in this report relates to FY 2021–22, i.e.
the period from April 1, 2021, to March 31,
2022. The scope of the reporting boundary
includes all six of Hero MotoCorp’s Indian
manufacturing plant sites – Dharuhera,
Gurugram, Haridwar, Neemrana, Vadodara
and Chittoor – as well as our Global Parts
Centre (GPC) in Neemrana, the Centre for
Innovation and Technology (CIT) in Jaipur,
and our corporate office in Delhi.

11 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Hero MotoCorp – a global company
with over 100 million customers
As the world’s largest manufacturer of of multiple sports disciplines, including
motorcycles & scooters, Hero MotoCorp golf, football, field hockey, cricket and
is providing customers with an excellent motorsports. Fifteen-time Major winner Tiger
range of mobility solutions that ensure Woods is Hero’s Global Corporate Partner.
both style and comfort, in addition to the
designed objective of providing seamless As a business leader and a leading
commuter options. automobile company in India, our Company
believes in ‘Manufacturing Happiness’
The story of our Company can be traced through our factories, where we strive to
back to the vision of an empowered achieve complete harmony between man,
India, powered by our mobility solutions machine and nature to minimise our impact
– motorcycles and scooters. Hero on the environment and develop a healthy
MotoCorp is a public company domiciled and sustainable ecosystem.
and incorporated under the provisions of
India’s Companies Act, 1956, on January With innovation at our core and the
19, 1984. The securities of Hero MotoCorp overarching principle of sustainability
are listed on the BSE Limited (BSE) and as our guiding force, we have positioned
National Stock Exchange of India Limited ourselves at the forefront of designing
(NSE). and developing technologically advanced
motorcycles and scooters that cater to
Hero MotoCorp’s vision is to ‘Be the Future customers’ mobility needs worldwide.
of Mobility’, and this overarching principle With over 100 million customers
is reflected in all our endeavours. across the globe, we continue to
champion socioeconomic progress and
Hero MotoCorp has eight state-of-the- empowerment through our range of
art manufacturing facilities. Six of these products and services.
are in India, one in Colombia and one in
Bangladesh. We also have two world-class, Led by our Chairman & Chief Executive
state-of-the-art research and development Officer, Dr. Pawan Munjal, the Company
(R&D) facilities – the CIT in India and Tech has rapidly emerged as a global brand, with
Centre Germany (TCG), near Munich. We a presence in over 40 countries across
are one of the largest corporate promoters Asia, Africa and South and

12 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Hero MotoCorp – a global company with over 100 million customers contd.

Central America and manufacturing Hero MotoCorp is a dominant leader ⟩ Home to over 1,000 automotive experts
facilities at multiple global locations. Dr. in India, with a significant share in the with global and regional expertise
Munjal has steered the Company to its domestic motorcycle market. The state-
⟩ CXO level officers with dedicated
present scale and size and is one of India’s of-the-art, world-class CIT at Jaipur in the
responsibility and accountability for
renowned corporate leaders, championing northern Indian state of Rajasthan is the
various functions
growth, socioeconomic progress and result of the vision to make Hero MotoCorp
technological innovations. With his a globally benchmarked powerhouse of ⟩ An effective governance system
leadership, Hero MotoCorp achieved research, design and development. benchmarked with global standards
the coveted title of the World’s No. 1
⟩ Annual production capacity of
two-wheeler company in 2001 and has The CIT has more than 1,300 engineers
~ 9.5 million units
successfully retained this position to date from India, UK, Germany, Italy, Austria,
– for 21 consecutive years. The Company France and Japan engaged in developing ⟩ Over 9,000 customer touchpoints
has also surpassed the rare milestone of a new range of motorcycles and scooters
⟩ Over 200 supply chain partners
100 million cumulative units in production for markets worldwide. The Company
and sales. With Dr. Munjal consistently is also actively engaged in developing
demonstrating visionary leadership and an ecosystem for the development and
guidance, Hero MotoCorp has consolidated growth of electric vehicles (EVs) in India,
its leadership status and expanded its thereby enabling the industry to steer
global footprint across multiple continents. towards a sustainable way of life.

“The future will have to be imagined today so that it can be delivered tomorrow.
We are aggressively working towards multiple electric vehicle programmes and
platforms and various other modular mobility solutions. Sustainability remains
critical to our ethos, and we will continue to work in line with these principles.”
Dr. Pawan Munjal
Chairman & CEO, Hero MotoCorp

13 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Hero MotoCorp – a global company with over 100 million customers contd.

Our DNA
A customer-centric History of excellence,
approach and diversified technological innovation
product portfolio for and style transcending the
customers globally automotive industry

Accelerating Enhancing R&D Creating a

transformation capabilities to resilient business
through achieve technology ecosystem today
digitalisation leadership for tomorrow 

Responsible investments to Focused strategic

sustain financial health collaborations

Highest levels Benefitting the society at large through

of competence directed resources working exclusively on
and corporate community enablement programmes
governance

Ensuring equity for all and enhancing safety practices across

the enterprise for promoting well-being of all

14 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Hero MotoCorp – a global company with over 100 million customers contd.

Our People
Our talented workforce is
our greatest resource. We
understand that they can only
pursue and achieve extraordinary
brilliance in their professional
endeavours by working together
in collaboration with external
partners. By fostering integrity,
excellence and a purpose-driven
approach, coupled with adequate
mentorship through leadership
and external experts, we provide
each of our people the right
opportunities to express their
full potential – and, be a part of
something greater and larger.

15 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Hero MotoCorp – a global company with over 100 million customers contd.

Our Strategy
Our strategy for conducting business and pursuing growth is based on the
fundamental aspiration to create long-term value responsibly.
To accomplish this, Hero MotoCorp focuses on:

A governance model based on A safe and sustainable

transparency and integrity product portfolio

Competitive offerings Effective Constructive management

and innovative communication with a high level of due
mobility solutions with stakeholders diligence throughout our
operations

Professional development of Safe working conditions and

employees through skill-building respecting human dignity
exercises and competency reviews

Mutually beneficial Execution excellence in manufacturing

relationships with and non-manufacturing processes with a
partners and communities sustainability lens

Strong advocacy for various factors leading towards business ecosystem

resilience and a sustainable, liveable society.

16 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Hero MotoCorp – a global company with over 100 million customers contd.

Our Excellence in Customer-centric Approaches

One of Hero MotoCorp’s

Design and Development: Hero Tech Centre Product for All: A variety of products and
major priorities is fostering Germany and CIT are hubs of excellence a huge catalogue enable Hero MotoCorp
prosperity and leading with the aim of producing revolutionary to provide quality vehicles at different price
product platforms. We always think ahead points. From the competitive cost of a Hero
innovation through best-in-class while remaining mindful of our DNA, ‘We Pleasure to the premium Hero Xtreme, all are
mobility solutions. Care’. We endeavour to become specialists in available in the market. Each customer can
emerging mobility concepts with a utilitarian choose from the catalogue which suits
We continuously develop our products and approach to mobility and massively add their budget.
update our services to enhance value for value to sustainable mobility using our talent
our customers and promote transformation pool across the globe. We look forward to Quality: Quality has been a bedrock for
into a progressive society. The key pillars being the future of mobility and uplifting Hero Hero MotoCorp, since inception. With
that add to the value proposition range from MotoCorp’s capabilities as an innovator. extended warranties, Hero MotoCorp
innovative design to outstanding customer gives the assurance of free services and
service. Diversification: Hero MotoCorp offers quality checks to satisfy the customer’s
a wide variety of products that appeal to requirements, thus promising and delivering
We have a structured process in place that people from all age groups. We produce a world-class experience. Each unit is
enable us to capture customers’ voice and geared motorcycles and gearless/ passed through a range of quality checks
convert them into ideas for product design. automatic transmission scooters, thus and inspection protocols by a team of
simplifying the riding experience. A qualified experts working with a best-in-class
customer can ride home on a vehicle of her quality infrastructure before it is handed over
choice of design and features. to the customer.

Customer Service: Hero MotoCorp

consistently provides excellent after-sales
services. Hundreds of service centres
are present throughout the country. If a
customer needs their vehicle repaired, they
can simply visit any service centre and get
the problem rectified.

17 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Hero MotoCorp – a global company with over 100 million customers contd.

Our Progress at Present – Rejuvenating the Current Growth Story

Hero MotoCorp’s products contribute

to efficient mobility solutions and
We expect that this affiliation will help Hero MotoCorp has also launched a customers across the country convenient
provide our customers with enhanced
accelerate our presence in the premium special Retail Finance Carnival for the access to financing and increasing their
flexibility in commuting. Robust vehicle
motorcycle segment, where we aim to Company’s customers. The nationwide purchasing power with offers such as
sales build a huge pool of products that
establish a complete portfolio across event offers exciting retail schemes zero down payments, zero interest rates
drive the spare parts sales and service
various segments and higher engine through our finance partners. It gives and zero processing fees.
business. In addition to products, our
capacities.
offering includes financing support,
insurance assistance, extended
warranties, GoodLife Programmes and
other associated services targeted at
enhancing ‘customer delight’.

Extensive product portfolio

In line with our vision, we have launched
six celebration edition models: four new
motorcycles – the Splendor+, Glamour,
Xtreme 160R and Passion Pro – and
two new scooters – the Destini 125 and
Maestro Edge 110.

With ambitions to enter a very

aspirational segment in the premium
motorcycle market, Hero MotoCorp
is going full throttle in working with a
new growth partner – Harley-Davidson.

18 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Hero MotoCorp – a global company with over 100 million customers contd.

Centre for Innovation and Technology – Achievement of 500 Patents

First R&D Facility to Receive ‘GreenCo Platinum’ Hero MotoCorp has witnessed another milestone in R&D,
Hero MotoCorp’s CIT became the first R&D unit to receive by successfully filing its 500th patent application.
the ‘GreenCo Platinum rating’ under the R&D category,
and the only unit to receive a green rating under the CII – The journey that started with the first patent a few
Rajasthan State Pollution Control Board (CII-RSPCB). years ago has now grown to a portfolio pipeline of 500
patent applications. The R&D team filed 100-plus patent
The rating itself is a symbolic reflection of our sustained applications per year over the last two years, and they have
efforts and unwavering commitment to environmental kept up the momentum for this reporting year.
sustainability and the validation of our progress through
external certifiable agencies. The GreenCo framework is a Achieving this milestone in such a short time exhibits
highly comprehensive outline that measures organisational our team’s passion and ability to innovate and achieve
performance on critical pillars (energy, water, waste, intellectual brilliance in the endeavour to provide the best
product stewardship and life cycle assessment studies, to products and services to our customers, as well as to
name a few). Going forward, Hero MotoCorp is motivated stay ahead of the technology curve in the ever-changing
to continue to gain accolades for its endeavours across the automotive landscape.
environmental, social and governance (ESG) spectrum.

Centre of Innovation & Technology, Jaipur

19 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Hero MotoCorp – a global company with over 100 million customers contd.

Scaling Global Heights

Hero MotoCorp has taken rapid strides to introduced portfolio of products in this Hero MotoCorp has reinvigorated its mobility have restarted the momentum in
expand its global network, transforming market, including motorcycles and a strategy for the Nigerian market. Building the motorcycle and scooter industry. We
itself into a truly worldwide enterprise with scooter, thereby catering to diverse on its aggressive plan to secure a robust expect positive sentiments in both the rural
an international workforce. In keeping with customers. The range includes popular market presence, the Company launched and semi‐urban markets.
the diverse demography of customers, the motorcycles, such as the Xpulse 200, a new motorcycle, the ‘Hunter’, developed
Commodity prices and other global
Company is developing market-specific Xpulse 200T, Hunk 190, Hunk 160R, Hunk especially for this market. This new model
headwinds that have impacted the
products. 150, Eco 150 TR, Eco 150 Cargo and Ignitor also comes with an industry-first 12-month
industry in recent years show some signs
125, and the Dash 125 scooter. or 75,000 km Engine Warranty. The
In 2016, Hero MotoCorp became the only of softening going forward. However,
motorcycle’s engine has been extensively
Indian motorcycle and scooter company Further strengthening its presence in Hero MotoCorp keeps its growth
tested for performance in Nigerian
to set up a manufacturing base in Latin the United Arab Emirates (UAE), Hero strategies flexible enough to adapt to,
conditions. Hero MotoCorp also plans to
America when it started operations at its MotoCorp has inaugurated a new exclusive accommodate and act on the turbulence
establish outlets in towns across Nigeria
facility at Vila Rica in the Cauca province dealership in Dubai. The Gulf region to maintain stability and prosper. Through
and a pan-country presence through
in Colombia. The Company’s second is a strategically important part of the an accelerated savings programme,
dealers and parts distributors. In addition,
international manufacturing facility Company’s aggressive global expansion overheads management and reasonable
an extensive network of over 5,000 trained
is located in Bangladesh and began plans, aiming to bring world-class products price increases, the Company can sustain
technicians across Nigeria will ensure
operations in 2017. With an extensive sales and services to customers and excite the competitive margins consistently and
easy access to services and parts for all
and service network spanning over 9,000 market. Hero MotoCorp also focuses on expect further recovery moving forward.
customers.
customer touchpoints across the world, providing extensive after-sales support to
With this outlook, Hero MotoCorp has
the Company has presence in Asia, Africa, customers and continuing expansion. The Hero MotoCorp aims to grow its
been and will continue to be consistently
Middle East, South and Central America, Company caters to its customers through presence in global markets and cater to
engaged in ensuring customer delight
and has further expanded its footprint to a fast-growing network of touchpoints, the continuous demand for high-quality
globally through various initiatives,
43 countries. including dealerships, service centres and products at affordable prices. The new
including free service camps, customer
spare parts outlets across countries in the strategy underscores the Company’s
Hero MotoCorp has a renewed Global meet-and-greet sessions, training
region, including the UAE, Bahrain, Kuwait, commitment to accelerating growth
Business Strategy of R4 – Revitalise, programmes for local technicians,
Qatar and the Kingdom of Saudi Arabia. internationally and providing customers
Recalibrate, Revive and Revolutionise. encouraging collaborative workshops and
Hero MotoCorp’s comprehensive product with an appealing and comprehensive
providing excellent after-sales support.
With this strategy, the Company has range in the region includes motorcycles range of products globally.
significantly enhanced both the volume and from the entry to premium levels, including
The Company also aims to strengthen
scope of its global operations. In keeping the Ignitor 125, Hunk 150, ECO 150 cargo
its focus on the premium motorcycles
with its aggressive expansion plans in its and ECO 150. The Company also plans
and scooters segment in Bangladesh,
worldwide business, Hero MotoCorp has to launch its other globally successful
Nepal, Latin America and Africa. Positive
commenced retail sales in the important products, including the Xpulse 200 and
economic signs, encouraging farming
market of Mexico. The Company has Hunk 160R motorcycles and a range of
activity and an increased need for personal
scooters, in the near future.

20 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Hero MotoCorp – a global company with over 100 million customers contd.

Riding into a better tomorrow

Hero MotoCorp’s vision and commitments telematics, analytics, diagnostics and their own domains of excellence and Hero MotoCorp aims to expand its brand
align perfectly with the common goal charging infrastructures. expertise in execution. promise confidently and strives to make
of accelerating the shift to smart, EV ownership a convenient, hassle-free
sustainable electric mobility solutions in Hero MotoCorp’s Germany- and Jaipur- The Company is comprehensively and rewarding experience for customers
India and around the world. With its new based R&D centres have been working to addressing the emerging mobility worldwide. Through its investments
collaborations and focused, dedicated develop products based on fixed charging opportunities to ensure technology and partnerships with external partners
team, the Company is committed to systems, whereas the Gogoro partnership leadership at this key moment when the like Ather Energy and Gogoro Inc., the
introducing a sustainable mobility is focusing on the swap-based system. entire automotive industry is on the verge Company is also working towards building
paradigm, first in India and then in other of a massive shift through organic and an entire EV ecosystem – from products to
markets worldwide. This endeavour Aligned with its Vision to ‘Be the Future of inorganic initiatives. technology, sales, service, customer care,
will further strengthen and expedite the Mobility’, Hero MotoCorp has announced
nationwide electrification drive and will a new investment of up to ₹ 420 crore in
have a significant impact on the country’s Ather Energy. The Board has approved
energy and mobility future. the investment in one or more tranches.
Prior to the proposed investment, Hero
We have rapidly scaled up to build a world MotoCorp’s shareholding in Ather Energy
class R&D ecosystem, including the was 34.8% (on a fully diluted basis). Hero
state-of-the-art Centre of Innovation and MotoCorp was an early investor in Ather
Technology (CIT) in Jaipur, India and the Energy and has been a part of its growth
Tech Centre Germany (TCG) near Munich. story for a couple of years .
Global automotive experts and engineers
from around the world are constantly The Company is also exploring
engaged at the R&D centres, designing and collaborations in various spheres, including
developing mobility solutions of the future charging infrastructure, technology and
by adopting advanced technologies to stay sourcing.
ahead of the curve.
Innovation and emerging technologies are
The teams at Hero MotoCorp are focused progressing faster than ever before. Being
on working across the entire electric at the forefront is vital to ensure business
mobility ecosystem, comprising battery continuity, and that is why Hero MotoCorp
technologies and chemistry battery collaborates with other players who have
management systems, powertrain,

21 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Hero MotoCorp – a global company with over 100 million customers contd.

operations and innovation. Sustainability to build a robust EV ecosystem and offer The entire user charging experience will be The production of the soon to be launched
and emerging mobility are priority areas, the most advanced services to customers. controlled by a Hero MotoCorp-developed Vida model will be done at our ‘Green’
and Hero MotoCorp continues to enhance mobile app and will operate on a cashless manufacturing facility in Chittoor, India, and
its efforts in these directions. In line with this focus on smart and transaction model, thereby enabling and will be sold in India and global markets.
connected large-scale EV charging accelerating digital adoption.
Hero MotoCorp has always been at facilities, in a development that is Hero MotoCorp has also announced a
the forefront of propelling the industry set to electrify India, Hero MotoCorp Recently, Hero MotoCorp has also US$ 100 million Global Sustainability Fund.
and leading it into the future. Now, with has partnered with Bharat Petroleum announced the EV initiative Vida, powered This fund will be directed and utilised
the automotive and mobility sectors Corporation Limited (BPCL), a ‘Maharatna’ by Hero, as a new identity for Hero towards establishing global partnerships,
poised to evolve, the Company is taking and Fortune Global 500 Company, to set up MotoCorp’s emerging mobility solutions, spearheaded by BML Munjal University
strategic steps to lead in this next stage charging infrastructures for motorcycles including upcoming EVs. (BMU) and Hero MotoCorp. It will go a
of development. Through its endeavours and scooters across the country. long way towards offering impetus to over
towards both organic and inorganic In March 2022, we unveiled our emerging 10,000 entrepreneurs on developing ESG
business expansion, the Company is Hero MotoCorp and BPCL aim to mobility solutions brand – Vida - Powered solutions that will, in turn, have a
perfectly positioned to accelerate the first establish a substantial charging by Hero. All our initiatives for emerging positive impact.
growth of emerging mobility trends. infrastructure linked to the existing mobility solutions will be introduced under
Sustainability has been prioritised as nationwide energy station network and this brand starting with an electric vehicle.
a key pillar of growth within the Hero subsequently broaden the collaboration
MotoCorp global ecosystem. Aligned with to develop more synergies within the
its Vision to ‘Be the Future of Mobility’ and EV ecosystem and adjacent business
its aim to drive the growth of EVs, Hero verticals, thereby enabling prospects
MotoCorp has become the first automotive throughout the customer life cycle. In the
company to join the leading Public Sector first phase, charging stations will be set
Undertaking (PSU) to set up charging up across nine cities, starting with Delhi
infrastructures across the length and and Bengaluru. The network will then be
breadth of the country. The Company is expanded across the country to establish
“Vida means life, and the brand’s sole
aggressively advancing focused efforts to a high density of charging infrastructures
purpose is to create a positive impact
drive initiatives towards the technologies and stations. Hero MotoCorp is currently
on the world and move us all forward in
and solutions that will empower all focused on commencing the infrastructure
meaningful ways. We believe the name is
individuals, societies and industries to development in the two initial cities. Each
perfect for what we are building for our
contribute to the planet’s aspirations for charging station will feature multiple
children and the next generation.”
sustainability. In addition to developing charging ports, including direct current
world-class and tech-driven sustainable (DC) and alternating current (AC) chargers,
Dr. Pawan Munjal
emerging mobility solutions, Hero and will be available to all electric-based
Chairman & CEO, Hero MotoCorp
MotoCorp is also making significant efforts motorcycles and scooters.

22 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Hero MotoCorp – a global company with over 100 million customers contd.

Our Sustainability Journey

⟩ Re-visited Materiality
⟩ Capacity Building with inputs from
2,527 stakeholders
⟩ 1st Sustainability
FY16-18 Report FY20 ⟩ Extensive
Benchmarking
FY22
⟩ CII ITC Domain
Excellence in ⟩ Sustainability
Environment & CSR Assessors

⟩ Stakeholder ⟩ Sustainable ⟩ Sustainability

Engagement Procurement Policy
Guidelines
⟩ Green Partner ⟩ Strategic & Tactical
Development
Program (GPDP)
FY19 ⟩ HATS 2020
Concluded
FY21 Focus areas
identified
⟩ Safety Culture ⟩ Carbon Neutral Plan
Pre-Assessment
⟩ Global indices
Participation

SR 18 SR 19 SR 20 SR 21

23 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Expanding across Market Presence
Manufacturing Units

the globe CIT JAIPUR

HARIDWAR, UTTARAKHAND

GURUGRAM, HARYANA

Operations at Hero MotoCorp’s

manufacturing facilities are based VADODARA, GUJARAT

on the core principle of sustainable

development, as the Company remains
committed to maintaining the highest DHARUHERA, HARYANA

ecological standards. The Company’s CHITTOOR, ANDHRA PRADESH

NEEMRANA, RAJASTHAN

eight state-of-the-art manufacturing

facilities, its world-class R&D centre
INDIAN MANUFACTURING FACILITIES

and the GPC demonstrate Hero

MotoCorp’s sustainable aspirations.

In addition to its manufacturing facilities

located in Colombia and Bangladesh, Hero
MotoCorp has six globally benchmarked
plants in India. Two of these are based in
the northern Indian state of Haryana – at
Dharuhera and Gurugram – while the other
four facilities are based out of Haridwar in
the hill state of Uttarakhand, Neemrana in the
northern state of Rajasthan, Halol (Vadodara)
in the western coastal state of Gujarat and
Chittoor in Andhra Pradesh. Hero MotoCorp
currently has an annual production capacity
of ~ 9.5 million units.
Manufacturing capability (million units)
Dharuhera Gurugram Haridwar Neemrana Vadodara Chittoor Colombia Bangladesh

2.1 2.1 2.7 0.8 1.2 0.4 0.08 0.15

24 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Structured corporate governance
At Hero MotoCorp, we seek Non-Executive Directors, representing a code of conduct issues. A structured The Internal Audit Department
blend of professionalism, knowledge and mechanism with a key authorised person investigates possible violations of
to develop a cohesive and experience. The Company recognises the is in place for disciplinary action in case the Code of Conduct during standard
conducive atmosphere in importance of diversity on the Board and at of any breach/violation. The grievance periodic and specific audits.
all levels within the organisation. redressal mechanism is available at
which the dignity of each
https://www.heromotocorp.com/sp-pa/pdf/
individual is respected, and the Following its good governance practices HMCLCodeofConduct.pdf.
and strategies, the Company reviews all
highest ethical standards are policies at least once every three years.
embodied in all conduct. We During FY 2021–22 , as part of this
practice and to carry out the necessary
are committed to maintaining amendments as required under the
and promoting a fair, secure, respective applicable laws, the Company
updated its Whistle Blower, Prevention
productive and inclusive of Sexual Harassment at the Workplace
workplace wherein everyone (POSH), Corporate Social Responsibility
(CSR), Risk Management and Related
is valued for their unique Party Transactions Policies, Policy for
contributions and respected Determining Material Subsidiaries, and
Prevention of Insider Trading Code.
for their different perspectives.
Code of Conduct
Hero MotoCorp strives for the highest
standards of governance in our business, The foundation of Hero MotoCorp’s
with a commitment to maintaining parity governance model is a code of conduct
and transparency, thereby enabling long- representing a set of principles developed,
term value creation for all stakeholders. recognised, adhered to and promoted
The Company has developed a strong by the Company. Hero MotoCorp
foundation for making corporate understands that a code of conduct based
governance a way of life by constituting a on ethics, integrity and responsibility
Board of Directors, which is active, well- is an important driver of social and
informed and intelligent, using several economic development. Responsibilities,
Board Committees as a mechanism for accountabilities and reporting lines are
managing its affairs. The Board has an systematically defined, with dedicated focal
optimum combination of Executive and points for resolving internal and external

25 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Sustainability governance
Policies – Commitment
To ensure a strong governance From Within
perspective, the Board has Hero MotoCorp’s organisational
included sustainability within framework is based on relevant policies
and standards that set the foundations
the role of the CSR Committee and guide improvements to drive towards
of the Company and renamed growth responsibly. All our activities are
based on improved management systems
it the Sustainability and CSR deployment and performance under the
Committee. umbrella of the policies. Furthermore, we
hold strategic workshops that enable our
The Core Sustainability Team (CST) team to analyse risks and opportunities
formulates the strategies and roadmap for provided by the megatrends we see
effective implementation. The strategies affecting us as we navigate an ever-
are then implemented through cross- changing and evolving paradigm and work
functional engagements with teams across towards supporting a sustainable planet.
the enterprise. The CST continues to
work on capability building, due diligence Our subject matter experts have
on evolving stakeholder requirements, created policies, technical standards
engaging with various stakeholders, and supporting guidance and training
learning and benchmarking from multiple documents that are consistently
channels/platforms, and steering the upgraded to provide a robust approach.
sustainability drive. These are available for use and reference
through our online portals and website
The CST updates the Sustainability and are circulated through regular email
Steering Committee on ESG issues in communications. These framework
monthly review meetings. Weekly calls are documents help our teams be involved
also conducted between the CST and the in and contribute to the development
We have instituted several policies and Policy, consolidating our effort towards our
Steering Committee to accelerate decision- process, understand and fulfil our
frameworks to ensure the ethical conduct sustainability agenda. The details of all the
making processes and ensure clarity on customers’ expectations, and the role
of our business. Our policies ensure policies are available at
specific subjects. they have to play in keeping their people,
that we can always engage with our https://www.heromotocorp.com/en-in/about-us/
resources and surrounding communities
stakeholders justifiably and responsibly. key-policies.html
safe and always ready to respond to any
We have also rolled out the Sustainability
unexpected threats or anticipated events.

26 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Sustainability Governance Contd.

Business Dealings With an External Ecosystem

Engagement/association with third At Hero MotoCorp, there is always the
parties and value chain partners challenge of working with agencies with
(together referred to as the ‘external varying degrees of maturity and expertise
ecosystem’) entails critical issues and levels in their profile, frameworks of
some financial and reputational risks conduct, management processes,
that may impact Hero MotoCorp due to quality of execution, tools, methods
inappropriate conduct by other parties. and equipment. At times, their teams
also have different levels of literacy and
Hence, Hero MotoCorp consistently language skills. We extend our support
upgrades its capabilities and takes to them with our expertise through
advice from various experts and advisors additional need-based training, inspection
on due diligence factors to adequately and assurance. We are consistently
evaluate its external ecosystem and working with our partners to ensure the
promptly address any potential unnoticed availability and use of evolved safety
threats and associated risk factors. The systems, including standards, processes,
Company considers this important for equipment and training modules. These
the protection of its assets, integrity and are delivered through the use of audio-
reputation, and thus for overall long-term visual systems in the local languages of
sustainability. the relevant region and through in-person
field training under the supervision of the
operational and safety teams.

27 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Sustainability governance contd.

Compliance – Existing and Beyond

As a leading organisation, our primary aim is to ensure that we manage our compliance effectively and have an e-compliance tool in place.

During the reporting year, there were Hero MotoCorp has upgraded the
no fines levied on Hero MotoCorp due environmental management systems
Environmental
to noncompliance with the regulations of all its plants to the latest version of
All statutory compliances concerning preventive maintenance schedules or codes concerning health and safety ISO 14001:2015. All of the Company’s
and environmental clearances through the respective Pollution Control impacts of products and services, product- manufacturing facilities are certified with
Board are carried out on time. We have installed several systems and related marketing communications, human ISO 45001 (International Occupational
equipment to become zero discharge, thereby avoiding compliance issues rights, environment, ecological issues, anti- Health and Safety [OHS] Management
from any Pollution Control Boards. A brief on environmental compliance trust/anti-competitive practices, corruption, System and Standards). The Company
is also included in the agenda for the Board Meetings quarterly, where bribery or product information disclosure. endeavours to implement best practices in
any noncompliance, show cause notices, orders or any changes in the OHS management.
regulations are reviewed. We have not been levied any environmental fines
during the reporting period.

CSR
We see the provisions of Section 135 of the Companies Act as a means
of engaging with our stakeholders rather than a burden. We strive to
strategically deploy our CSR expenses to reaffirm our ‘social licence to
operate’ in the areas where we work by improving the societal conditions
around these areas and solving the problems most important to our
stakeholders.

Health, Safety and Human Rights

To strengthen our safety standards, we have established relevant safety
procedures to ensure compliance with applicable norms related to
the 1948 Factories Act. During the reporting period, there has been no
noncompliance identified related to discrimination, child or forced labour.

28 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Responsible investments to pursue new growth
across geographies in compliance with the Maintaining robust tax accounting an effective balance between a company’s
As a forward-looking company securities and taxation laws prevailing in each
⟩
arrangements that are accurate and responsibilities to society through the
with a clear objective to stay country. The tax strategy is communicated compliant with the regulatory tax payment of taxes and its obligations to its
to all the relevant stakeholders, from the key requirements shareholders.
ahead in the progress trajectory, persons making financial and commercial
Always ensuring that the departments
we are continuously exploring decisions to those involved in the routine
⟩
who are involved in the tax processes are
We believe that it is strongly in the
tax processes/procedures that we operate, shareholders’ interests that companies
and seeking opportunities to so that it is firmly embedded in the culture
both adequately resourced with the right
fully acknowledge their responsibilities to
skillset and thoroughly supported by all
invest our surplus in emerging that we adopt. The tax strategy is subject
other departments as and when needed
the whole of society, including by paying
to continuous reviews to ensure that the all taxes due under effective tax regimes.
technologies, business Company is adhering to its strategic priorities ⟩ Providing documentary evidence We also recognise and value the benefits
propositions, disruptions and and utilising fair tax conduct as an enabler recordings and data reconciliation with for society that arise from well-functioning
rather than an obligatory requirement. each and every tax filing position taxation systems.
futuristic initiatives that have the
potential to redefine the sector Our objective is to ensure that relationships Tax Transparency Hero MotoCorp strives to ensure that all
between the Company and tax authorities the Company’s commercial transactions
and shape new avenues. are transparent, constructive and based on
Corporate responsibility is at the core of
fully comply with the law. Tax incentives
Hero MotoCorp’s operating strategy, and
mutual trust. Hero MotoCorp complies with and exemptions are claimed to the extent
While we generate direct economic value as an inherent part of this, the Company is
all relevant legal disclosures and approval legitimate. The Company’s affairs are
through our operations, products and committed to being a responsible taxpayer
requirements as per the prevailing tax laws transformed in the most tax-efficient ways.
services, we also work towards nation that works closely and continuously with
and has relevant mechanisms in place for Where the laws or regulations may be
building by contributing to significant experts, auditors and tax authorities to
ethical conduct in tax affairs and avoiding interpreted as ambiguous or conflicting,
indirect economic impacts, culminating in ensure that we responsibly comply with tax
‘tax havens’. appropriate expert internal and external
increased economic activity, reduced social laws, pay and report our taxes on time, and
professional advice is sought before
disparity and enhanced quality of life. We have open and constructive conversations
Hero MotoCorp follows a structured decisions are taken.
maintain a healthy balance sheet with a with all stakeholders, including government
process of handling its tax affairs:
clear commitment to financial resilience. and tax authorities. We do not tolerate the
The Chief Financial Officer is responsible
⟩ Submit all tax returns on a timely basis, facilitation of tax evasion by people who
for handling taxes at the Board level and
Tax Strategy including sufficient detail to enable act for or on behalf of the Company.
communicates with and advises the Board
authorities to form an accurate view of
Hero MotoCorp’s Vision is to ‘Be the Future on the tax affairs and risks of the Company,
the corporate affairs, with an adequate Acting with integrity in creating and
of Mobility’, and our contributions towards with support from the Company’s highly
supporting audit trail in compliance with executing our tax strategy, policies and
this come in many forms, including paying qualified and professional corporate
the law practices is core to our tax approach,
our fair share of taxes where we conduct tax team, including consultants. Risk
as is our commitment to transparency.
business, as well as being transparent ⟩ Payment of the appropriate amount mitigation is carried out by taking strong
We disclose our financial contributions
about what we pay and where we pay it. of tax on time technical positions following the applicable
to governments at a country level, as
The Company publicly reports financial laws. Material tax risks or disputes are
we believe this is an important way to
and tax information for each tax jurisdiction reported to the Audit Committee for
demonstrate that it is possible to achieve
consideration.

29 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Utilising local potential – local procurement and hiring
Hero MotoCorp maintains Participation and Advocacy
a fine balance of local and Hero MotoCorp constantly liaises with
relevant national and international bodies
international workforce to provide the industry with specialised
teams to ensure employment information and knowledge.
creation in the proximity of our Hero MotoCorp engages with
business while at the same Confederation of Indian Industry (CII)
in one of its flagship initiatives – the
time revitalising our intellectual GreenCo Rating System, which focuses on
capital by hiring the best talent sustainable practices benefiting society
at large. Hero MotoCorp supports the
available globally. CII in extending this initiative to create
a Green Community wherein different
Local procurement is one of the key
original equipment manufacturers
components of our sourcing strategy,
(OEMs) and value chain partners evaluate
and we procure materials from a wide
themselves on Green practices and benefit
range of local supply chain partners that
by strengthening/adopting the Green
meet our quality, delivery, technology and
philosophy.
engineering requirements. Our suppliers
cover the whole spectrum of large and
Hero MotoCorp also engages with the
micro, small and medium enterprise
SIAM on product safety, emissions rules,
(MSME) industries.
recycling and battery management. One
such current engagement is the End-of-
Life Vehicle Strategy, where the Company
is providing the necessary input and
suggestions on the policy framework
on vehicle scrapping and recycling
mechanisms to create a robust ecosystem
and sustainable business approach.

Through these platforms, Hero MotoCorp

also advocates for Net Zero Emissions
and highlights the benefits of a close
connection to the planet, people and
businesses.

30 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Risks and opportunities
At Hero MotoCorp, working Risk Governance To deal with a vast range of threats, we are constantly developing processes to identify,
assess and manage risks through technology, process reviews, engineering interventions,
towards our vision means Hero MotoCorp has operations across
administrative mechanisms and, crucially, by managing and enhancing people’s behaviour.
several geographies and is impacted by
proactively preparing now for global as well as regional trends in the
the rising pressures, material automotive industry, including changing Visualising Risk as an Enabler
policy scenarios, stricter business
issues or risks from external environment and regulations, and
In order to improve competency and create the behavioural changes to see risk as an
enabler of an underlying opportunity, we encourage our teams in:
factors that we will be facing fluctuating fuel and commodity prices. Risk
management is a collaborative process and
in both the short and long integrated mechanism at Hero MotoCorp. 1 2 3
terms. These risks will come The Board is responsible for the overall risk
Collaborating Deploying a risk-based Identifying the specific
management process, supported by the
from the need for humankind Enterprise Risk Management programme.
cross-functionally to lead foundational due-diligence requirements to integrate
mindset change strategy to arrive at processes, people and
to create a sustainable place The programme helps the Company’s
informed decisions assets, and analyse
business units and corporate functions
to live and do business. address opportunities and attend to risks
through cultivating an the potential outcomes
alert attitude across the based on critical priority
We use a structured and through an institutionalised approach. In
workforce
order to provide a foolproof mechanism, the
collaborative process to bring risk management process is also facilitated
comprehensive visibility to by audits. The overall approach to managing
business risk focuses on cross-functional 4 5
the extent of the challenges involvement and communication across
we face in life and their businesses. Driving the culture of responsibility Focusing on competence-rich
and accountability within teams to organisation-building through
impacts on businesses and Risk representatives across various notice and analyse strategies and training and motivation
the community at large. Our functions collate and participate in giving processes through a risk-focused lens
input for the risk register and support in addition to technology and efficiency
approach identifies the risks in identifying and implementing risk perspectives
of the limiting factors that mitigation measures. Focused training
on risk management and measures
we face today and paves the allows individual employees to proactively
way to define those that are identify and report potential risks through Emerging global scenarios and challenges, such as pandemics, sensitivity to
a structured feedback mechanism economic cycles of supply and demand, climate change risks, commodity headwinds
priorities or opportunities for throughout the organisation. Incorporating and stringent norms across geographies, have profound impacts on company
the future. risk criteria in the product development and strategies. Considering this range of factors enables the Company to make economic
approval process is an intrinsic element of and ESG resiliency central to our planning for the road ahead.
the Company’s product strategy.

31 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Risks and opportunities contd.

Emerging Risks Landscape

Economic

Identified Risks Potential impact Opportunities Mitigation Measures

Recurrence of COVID-19 in Decline in demand due to lockdowns, Support the global business with HMCL plans to enter new markets
HMCL’s export markets negative sentiment additional markets beyond the
existing ones

Economic uncertainty in Decline in sales, impact on earnings Concerted localisation efforts make Intelligence on local developments and a highly agile
key global markets before interest, taxes, depreciation and HMCL a part of new value chains in global business team
amortisation (EBITDA) margins addition to the existing one

Potential cyberattacks as Cyberattacks can lead to loss of valuable HMCL strengthened its IT Deployed measures such as taking data backup over
many employees continue information, unauthorised access to data infrastructure by scaling up the the internet, awareness mailings, internet protocol
to work 50% of the time systems and other events of intrusion system security across locations security (IPSec) and secure sockets layer (SSL) tools
from their homes to provide virtual private network (VPN) access at
homes, virtual desktop infrastructures (VDIs) for
remote access, preventing corporate targets from
phishing emails, etc.
HMCL also renewed its cyber insurance

32 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Risks and opportunities contd.

Emerging Risks Landscape

Environmental

Identified Risks Potential impact Opportunities Mitigation Measures

Significant shift from EV sales replacing the traditional IC Explore new business models – Investment in Ather Energy
internal combustion engine engine volume Battery as a Service, Vehicle as a
In-house efforts towards a winning EV solution
(ICE) vehicles to EVs Service, etc.
Charging infrastructure

Rising pollution levels Public transport and shared mobility Shared mobility opens new revenue Successfully transitioned to Bharat Stage Emission
solutions are taking over private modes streams by encouraging OEMs Standards (BSVI)
of transportation, impacting sales to develop targeted products and
An in-house team was formed to explore new business
volume innovate business operations
models to create value for both the organisation and
customers

Depleting Air Quality Index Prolonged exposure to poor air can lead Give back to society by planting Happy Earth Initiative – 2.38 million trees planted
to ailments – accelerated aging of the more trees
lungs, bronchitis, asthma, etc.

Operation in water stress Low production and eventually shutdown Utilise technology and low water Enhanced efficiency of existing recycling facilities,
regions consumption initiatives increased reuse and recharging of groundwater
through rainwater harvesting

33 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Risks and opportunities contd.

Emerging Risks Landscape

Social

Identified Risks Potential impact Opportunities Mitigation Measures

Black swan events Fear of pandemic, customers shying Explore even more innovative ways Launched e-shop portal
away from visiting showrooms of creating value for customers
Enabled digital payments at dealerships, online
(particularly during a festival period)
document collection facilities, etc.

Workforce falling ill due to Labour challenges leading to the Developing labour-centric policies Support by giving Immunity Booster Kits
widespread disease workforce staying away from work for and addressing their inherent needs
Supporting the workforce and their families in as many
long periods
ways as possible

Human health and safety Staffing may stay out of the workforce Development of preventive and Proactive and scheduled health check-ups
for an extended period, directly well-being measures that raise
Enhanced medical assistance and strict work
impacting planned production the overall health quotient of the
protocols
organisation

A shift in spending Customers wanting to delay certain Identify ways of delivering greater Attractive offers planned for customers
patterns discretionary purchases value to customers
Subvention finance schemes (Low Rate of Interest)

34 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Value Chain Engagement on Sustainability
(At a Glance from FY 2007-08 to FY 2021-22)

Energy savings - Carbon Reduction – Water Conserved –

126 GWh 99,540 Tonnes 1,910 Mega L

Solid waste reduction – Liquid waste reduction –

2,200 tons 54 Mega L

The Progress Data is of our Supply Chain Partners under the framework of Sustainable Partner Development Program
(Formerly known as Green Partner Development Program).

35 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Our key performance indicators
Financial Highlights

No. of Vehicles Sold (in lakh) PAT (INR crore)

49.00 ₹ 2,473

₹ 2,964
58.00

58.00 ₹ 2,964

₹ 2,473
49.00

Total Income (INR crore) Reserves and Surplus (INR crore)

₹ 29,802 ₹ 15,743

₹ 15,743
₹ 31,380

₹ 15,158
₹ 29,802

₹ 31,380 ₹ 15,158

FY 2020–21 FY 2021–22

36 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Triple bottom line contd.

Environmental Highlights

Water Positive facilities (%) Carbon Emissions (Scope 1 + Scope 2)

(million Tonnes CO2)

399% 0.111 million tonnes

399

331%
331

0.126 million tonnes

Total Water Withdrawal in Mega Litres
(Mega L)

824 Mega L
916 Mega L
Waste Neutral facilities
(through ZWL certification) (%) Carbon neutral operations (%) Total green energy generation in million KWh Total Waste Generated*

6 33.09% 10.66 million KWh 9,495 Tonnes

10,641

9,495
out of 8 Plants
30.12% 9.18 million KWh 10,641 Tonnes

10.66
33.09

ZWL* Certified

9.18
30.12

4
out of 8 Plants
ZWL* Certified

*ZWL – Zero Waste to Landfill FY 2020–21 FY 2021–22 *excluding Oily rags and Used Oil

37 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Triple bottom line contd.

Social Highlights

Beneficiaries of Education Initiatives

Under Shiksha (lakh)

4.36 lakh
4.36
4.30

4.30 lakh

Beneficiaries of Ride Safe

Initiative (lakh)

9.21 lakh
9.21
7.43

7.43 lakh
Cumulative water conserved
beyond fence (in million litre) Total Female Employees Expats Specially abled

178 mllion litre 2,079 32 98

82.4 million litre 1,520 28 66
FY 2020–21 FY 2021–22

38 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Certifications, awards and recognitions
1 2 3 4 5

Certificate of Appreciation Letter of Appreciation from Letter of Appreciation from Certificate of Appreciation Dr. Pawan Munjal
from Hon. Governor of the Office of the Medical Janakpuri Super Speciality from Republic Day CSR awarded the prestigious
Haryana, Shri Bandaru Director, Lok Nayak Jai Hospital for support in Awards for COVID-19 Relief CNB Visioneer Award
Dattareya, for valuable Prakash Narayan Hospital, establishing a 50-bed initiatives in Haryana
contribution in combatting for support in establishing a dedicated COVID-19 ward,
the COVID-19 pandemic 50-bed dedicated including 20 ICU beds and
COVID-19 ward critical care provision

6 7 8 9 10

Hero MotoCorp commended Haridwar and Vadodara Mahatama Award to Gurugram plant: Winner Vadodara plant achieved
by the Economic plants certified as Zero Hero MotoCorp for CSR in ‘WITHIN THE FENCE’ Energy Management System
Times as ‘Best Workplace Waste to Landfill facilities Excellence for water conservation ISO 50001:2018 Certification
for Women 2021’ initiatives

11 12 13 14 15

Neemrana plant awarded ‘CSR Shining Star Award’ Neemrana plant awarded the ISO 45001 Centre of Innovation &
accolade for ‘Most from the governor of State Safety Award 2021 in Certified Facilities Technology - First R&D
Innovative Environmental Maharashtra the Rajasthan Factory Safety Centre to be certified as
Project’ by the CII Award Outline 2021 “GreenCo Platinum” by CII

39 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Stakeholder engagement and materiality
Climate protection, resource
Direct Engagement Indirect Engagement
conservation, data security
and human rights are some
Local Regulatory Formal
of the current challenges Employees Value chain Investors communities and statutory associations
that extend beyond national partners bodies (SIAM, CII)
borders. As a result of these
issues, directed strategic
cooperation and targeted
collaborations are becoming Customers Shareholders Media Academia
significantly prudent.
At Hero MotoCorp, we strive to
communicate continually with all of our
stakeholders. The Company is committed
to consistently upgrading and updating
by considering different perspectives,
acquiring new knowledge and learning
from stakeholders’ expertise in domains
with exposure to various subjects and
experiences. The first step towards
practical, pragmatic solutions includes
participation in constructive discussions
and engagement on material topics with
stakeholders. The comprehensive details
of the stakeholders are enlisted, and the
identification process follows a structured
approach wherein individual stakeholders’
interests, insights and opinions in
relation to the impact of our business
operations are clearly presented in our
materiality matrix formulation and strategy
development.

40 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Stakeholder engagement and materiality contd.

Stakeholders Methods of Engagement Purpose of the Engagement Stakeholders Methods of Engagement Purpose of the Engagement

Customers Customer service interactions, Reflect customer feedback Industrial Joint workshops and due diligence Participation and external
dealer management systems, and address their concerns Associations on the entire ESG spectrum communication/knowledge
websites, showrooms, external (via various touchpoints) in through capability building, gaining/sharing platforms
campaigns and shows, events, products and services studies, automotive and non-
safe driving forum, customer automotive organisations – SIAM,
surveys, media (TV, magazines, CII roundtables, working groups,
social media), mailing services, conferences, events, assistance
materiality surveys
Banks Corporate collaborations Asset management, support
Employees Direct contact (including Explain to employees the and workforce facilitation
whistle-blowing system), direction for long-term
intranet, internal events, strategies and welcome their
Local Local events, plant visits, Promote activities to raise
capability building sessions and insights and perspectives
Communities conferences, sponsoring, traffic awareness of green, safe
workshops, materiality surveys
safety awareness campaigns, and sustainable living and
engagement on climate, inclusive prosperity
Value Chain Supplier conferences, dealer Increase understanding of biodiversity and community
Ecosystem conventions, business meetings, business volume, customer infrastructure under the CSR
direct contact, briefings, aspirations and expectations, umbrella
corporate guidelines, websites, value chain sustainability
dedicated portals, materiality
Academia Plant visits, corporate oriented Promote an understanding
surveys
courses, interactive workshops, of global sustainability
interactive sessions online/offline issues and enhance external
Shareholders Direct contact with Investor Explain corporate results, communication
and Investors Relations (IR) team, shareholder business strategies,
meetings, financial results sustainability roadmap
Media External corporate Sensitisation of new product
briefings, IR events and meetings, and initiatives, and growth
communication, press releases, launches, diversity and
websites, materiality surveys prospects Please check for
LinkedIn, YouTube, websites inclusion, career advancement
others also
initiatives

Regulatory Conferences, external forums Policy strengthening and

Bodies and public platforms socioeconomic benefits to
stakeholders

41 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Stakeholder engagement and materiality contd.

Sustainability)

Management
(Value chain
Responsible

Biodiversity
Value Chain

n
rvatio

sio -
men e
Mapping the relevance of material

mis on
t

ns
Regu ance

Practices

man ent Was

t
y

& E ecti
lator
M

Ethical
indicators, as well as monitoring and

Water
Conse
ivac

li

rgy rot
age
p
at

m
regularly reviewing material issues, is

Ene ate P
i
po ents

a Pr

Effic
o
ble
e

C
critical to identifying and understanding

Dat

Clim
m
nsi

Effi teri ng
R est

i
Ma hiev
cie al
y
emerging risks and hidden opportunities.

Inv

nc
s

ri
e

ts
Ac
To strengthen stakeholder engagement

gh

al
Ri
an
and improve the efficiency of our

To
ty
fe ing

Hu
materiality analysis, Hero MotoCorp -2 0) Sa be
th ell-
17 l

pi
a
combines input from stakeholders with ty
(20 He d W
ali nt an
me

cs
the Company strategy and plan, key ri
ate a ge ty
&
us
M an rsi
global risks, corporate values, industry io M ee
s
ve ion
D i clus

(Lo
y
Prev plo
trends, information of interest for Em
rs
In
e
lde ye nt
investors, and community connections ho plo me

ng
re Em gage
ha rs
and expectations. The materiality analysis rs
&S me En
to sto
is the key element that reinforces our ve
s Cu
ers plo
yee

List
In
pli Em fare &
continued engagement and dialogue Su
p e l
W ntion
e
with stakeholders, helping us better rs Ret
ale
De

)
understand opportunities and paving the old t*
er rgin
g
eh en Eme ity
way for recalibrating our strategies. St a k
e m il
Mob ns
ct gag us Solu
tio
ire En oc
Ind lF
ca
The materiality matrix acts as the Ta
c t i
ea
s
Product ip
Ar
backbone of our sustainability approach, t e gic Steward
sh
a
with internal and external alignment Str

to implement systemic change. Hero Assuring

MotoCorp believes that the true value of Product Quality

materiality is at the strategic level and Responsible

that it is a crucial factor in updating our Materiality Relevance Map Marketing
& Customer
business priorities. Satisfaction
Inclusive Growth
Brand
Product Stewardship a
Reputa nd
Mana tion
People geme
nt
Com
Eco-Efficiency Eng munity
a
Dev gemen
Responsible Value Chain elop t
men &
t
Bu
Governance sin
Gro es
s
Pro wth
fita &
bil
ity

42 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

 Stakeholder engagement and materiality contd. Strategic and Tactical focus areas

Materiality Matrix of Hero MotoCorp c tical focu

Ta s
Employee
Welfarfe &
Strategic Focus Retention

Achieving
Data
Material
Privacy
Climate Protection - Energy & Emissions Efficiency

Regulatory l C
ica * * Pro limate
Compliance Ethical Practices Eth ces * tec
c ti tion
Health Safety and Well-being Pra *

& Profi s Growth

Assuring Product Quality

Health, ing
**

& Well-b
tability
Human Rights Business Growth &
Emerging Mobility Solutions Profitability Brand and

Safety
Busine
Responsible STRATEGIC Reputation

e
Brand and Reputation Management Investments Management
FOCUS
Data Privacy
Importance to Stakeholders

Product Stewardship

Va stain

sio y &
Su
Water Conservation

lue ab

clu it
n
In vers
Efficient Waste management

Ch ility

Di
Achieving Material Efficiency

ain
Responsible Value Chain Human
Rights
Diversity & Inclusion
Community
Responsible Investments Employee Engagement Responsible
Engagement &
Development Marketing
Employee Welfare & Retention
Employee
Engagement

Community Engagement & Development

Tactical Focus
As a result of the Materiality Assessment, Hero MotoCorp has recalibrated its
Blodiversity Management
Sustainability Framework to account for changing paradigms and incorporate the value
of the stakeholders’ insights. From the existing framework, the Company has developed
the foundation of an overarching package around the revised framework, which includes
comprehensive strategic and tactical focus areas under the pillars of Responsible
Business, Social Inclusion and Climate Protection. This new framework lays the
foundation for setting aspirations for 2030 and beyond.
Importance to HMCL
* I ncludes Energy & Emissions, Water Conservation, Efficient Waste Management, Biodiversity Management
** Includes Assuring Product Quality, Emerging Mobility Solutions, Product Stewardship, Product Innovation and
Environment Social Economic and governance customer satisfaction.
*** Includes Regulatory Compliance

43 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Stakeholder engagement and materiality contd.

Original Framework Framework

The Successor to the Original Framework with a

Sustainability Vision
Deeper Focus
In order to realise a sustainable future, Hero MotoCorp
is continuously working towards reforming into a
Robust Governance
resilient business capable of operating successfully
within the increasingly challenging regulatory
environment and under tightening resource constraints
Sustainability - 5 Pillar Framework
globally. This necessitates envisioning a future
beyond the limited conventional paradigms of good
financial, operational and environmental performance.
Utilising our team’s business acumen, harnessing
scientific data, capturing stakeholders’ insights and
Eco Responsible Product People Inclusive listening to expert voices will lead us to a sustainable
efficiency Value Chain Stewardship Growth tomorrow where Hero MotoCorp is not just in line
with best practice but leading the way. Equipping our
organisation with an updated Sustainability Framework
• Energy
 & Climate • Sustainable
 • Environmental
 • Safe Workplace • Community
Change Procurement Impact of Engagement and
and encompassing the material indicators around ESG
• S kill Development
products Development in a structured and focused way are steps in the right
• Material Efficiency • Customer • Talent Recruitment
Satisfaction & Retention direction.
• Product • Customer
• Water Conservation
Innovation • Diverse Workforce Awareness
• Waste Management The recalibrated Sustainability Framework aims to
cover systems across our complete value chains. This
will help us to redefine our Company’s core connection
with sustainability, re-align with global standards and
Responsible Communication changing scenarios, and use stakeholders’ strategic
insights to support our teams in understanding the
variety of unpredictable challenges they will face and
Internal & External Stakeholders
need to accommodate, including in the legal, physical,
technological and structural domains. This framework
is vital as a compass for our Company’s sustainable
business planning, allowing us to make informed and
meaningful decisions for directional changes as the
future unfolds. We have now revised our framework.

44 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Sustainability foundation and framework
Foundation

We Care for a sustainable tomorrow

Reserve Respect Reform
Sustainability Vision Reserve resources for future Respect human dignity & integrity Reform to a resilient eco-system

Sustainability Mission

Establish next practices rather than best practices

Sustainability framework encompassing ESG

Robust Governance Mechanism
Stakeholder Engagement
Responsible Business Social Inclusion Climate Protection

• Brand & Reputation Management • Health, Safety & well - being •  arbon & Energy Management
C
• Business Profitability and Growth • Human Rights •  ater Security
W
• Business Ethics • Diversity and Inclusion • Waste Management
• Data Privacy • Talent Management • Materials
• Value Chain Sustainability • Inclusive Growth • Product Stewardship

Governance Social Environment

Communication & Disclosures

45 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Our sustainability strategy
Hero MotoCorp’s strategy focuses on
maintaining our leading position in the
mobility market while enhancing and
protecting the value and exclusivity
of our brand. Our strategy is crafted
to ensure the freedom of mobility by
providing safe, sustainable, affordable
and enjoyable options. A number
of megatrends will shape the future
of mobility: climate change, the
evolution of the markets based on
demographics, connectivity and the
autonomy of products, digitalisation,
changes in customer behaviour, and
the sharing economy.
Hero MotoCorp is in the right position to meet these
aspirational challenges and make a sustainable
difference. Our Company is paving the way every
day by improving efficiency, enhancing performance,
having an uncompromising sense of responsibility
and maintaining transparent dialogue with
stakeholders.

46 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Our sustainability strategy contd.
How does this translate for
Factors expected to our industry as a sector? Incorporating the concept of “Planetary Boundaries” in crafting our strategy
drive change:
⟩ Change in customer structure (Source: Stockholm Resilience Centre)

10 billion (from a product focus to a

solutions focus)
BIOSPHERE
INTEGRITY
people share the planet, with ⟩ Stricter regulations with E/MSY
70%+ living in cities by 2050. no waivers
CLIMATE CHANGE
(https://www.worldometers.info/
⟩ Unexplored areas
world-population/world-population- BII
projections/) (Not yet quantified)

How is this significant for NOVEL ENTITIES

Six of the world’s largest future
Hero MotoCorp? (Not yet quantified)
economies will arise from
today’s emerging economies, ⟩ There is significant demand for
and India is projected to be the flexible mobility solutions. LAND-SYSTEM
world’s second most powerful CHANGE
⟩ Sustainability is becoming the
economy by 2050
norm, and without it, business
(https://www.bbc.com/travel/
will cease to exist. STRATOSPHERIC
article/20200322-five-superpowers-
ruling-the-world-in-2050) OZONE DEPLETION
⟩ A significant proportion of
people are starting to prefer

90%+ utilising services instead of

owning products.
FRESHWATER
USE
ATMOSPHERIC AEROSOL
of all people have access ⟩ Companies addressing LOADING
to the internet. customer concerns and anxiety (Not yet quantified)
and placing strong focus on
The effects of climate data security are thriving as they
change are apparent provide seamless services and OCEAN
products. ACIDIFICATION
P
⟩ The business-to-everyone
Consumer power is
(B2E) concept is evolving,
increasing, and customised N
incorporating both B2B and B2C
solutions are becoming a
in one approach. BIOGEOCHEMICAL
standard expectation FLOWS

Below boundary In zone of uncertainty Beyond zone of uncertainty

(Safe) (increasing risk) (high risk)

47 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Our sustainability strategy contd.

Incorporating the Concept of ‘Planetary Boundaries’ in Crafting Our Strategy

(Source: Stockholm Resilience Centre)

A couple of years ago, the concept

of nine distinct planetary boundaries Improvise Shortlist initiatives
based on research and
was established and endorsed by the engagement
strategy stakeholder insights
United Nations, the international science
community and climate scientists. These
boundaries are necessary limits that, if
crossed, will seriously compromise the Strengthen Enablement of Establish KPIs with
sustainability review
Systemic strong linkage to
Earth’s suitability as a habitat for sustainable Value Chain on
mechanism Sustainability Strengthening Materiality assessment
living. Alarmingly, some of these boundaries
have already crossed the threshold: loss of
biosphere integrity (biodiversity loss and
extinctions), chemical pollution and the Build awareness and Develop a governance
conduct exercises to framework to monitor long
release of novel entities, climate change, and
enhance ESG impact term ESG performance
land system change.
Sustainability
Central to Hero MotoCorp’s strategy is the
stratregy
belief that effective, lasting solutions to
issues concerning planetary boundaries, Diagnose programs
Revisit entire
climate change and other pressing risk framework
influencing opinion of
environmental and social issues can customer ecosystem
only be achieved through an integrated
approach that combines individual and
collective commitment, effective multi- Work on climate Work on strengthening
De-risking the Capture sustainable brand premise
stakeholder engagement, investment in change risk and
Business Opportunities through quality products and
Scenario analysis
enabling technologies and the incorporation sustainable solutions
of circular economy principles. All these
elements are an integral parts of Hero
Capture emerging
MotoCorp’s model of operating responsibly mobility Target Leadership
and are paving the path towards resilience (EV, Hydrogen) for on DJSI World
for our business. business continuity Index

Extracting out the real value proposition from sustainability through a channelising efforts and directing resources in a
focussed way driven by a dedicated passionate Sustainability Team

48 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

 Responsible business
With its new vision – ‘Be the Future of been taking giant strides to enhance and Hero MotoCorp believes that long-term
Every moment, Industries Mobility’ – the Company aims to be the build our capabilities and strengths. growth is achieved and maintained by
are joining forces in specific leader in the novel technological field of linking economic performance with
emerging mobility solutions and EVs. Hero MotoCorp is working together with environmental stewardship and financial
fields to enhance their The two key goals in this area are clean a wide variety of partners, ranging from operations with social responsibility. As
future-oriented capabilities, mobility and sustainability, which will lead start-ups to major industrial groups, along a leader in the automotive industry, the
EV progress. the road that converges to sustainable Company always strives to ensure our
optimise development cycles clean mobility products and services. sustainability focus is embedded in our
and ensure that they remain To further strengthen the existing practices This collaborative approach is designed strategy and our prospects, and that our
in various functions, the Company has to enhance the Company’s ability to ambitions are compatible with sustainable
competitive, purpose-driven also carried out internal restructuring and cater to the growing need for mobility development practices, seeking the right
and relevant. created new positions to bring in fresh solutions alongside climate protection, balance in every choice we make as we
perspectives and ideas. We are poised for resource conservation, sustainable cities, work to provide mobility solutions and
The evolution of non-fossil-fuel-based growth, and with our renewed focus on traffic safety, data responsibility and the continue to prosper together responsibly.
and sustainable mobility solutions is Quality across the organisation, we have protection of human rights.
one of the most significant aspirations
of our time. It requires the development
of new capabilities through alliances
between scientific authorities and experts,
automakers, suppliers, the energy industry,
decision-makers, policy formulators and
society. It can only be accomplished
through a shared attitude, with different
groups aligning to work in a responsible and
structured way towards a resilient society.

As a future-ready organisation, Hero

MotoCorp has revamped its leadership
team to augment its initiatives for
developing a more sustainable
organisation. The introduction of new
verticals and positions therein, such as
the EMBU and Innovation Cell, Corporate
Affairs, and Mergers and Acquisitions,
highlights the Company’s vision and its
endeavours to achieve the same.

49 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Responsible business contd.

Brand and Reputation Management

Because brand and reputation are often beliefs and values. Hero MotoCorp’s Brand teams are responsible for different
tied to emotions, trust and gut reactions and Reputation strategy comprises building brand health key performance indicators
towards an organisation, they have a solid programme and fostering buy-in (KPIs), determined based on the relevant
significant potential for value creation and across the organisation, creating a brand purchase funnel of each product/
destruction. Hero MotoCorp understands story that resonates with customers and segment/market.
that, when managed well, brand and motorcycling enthusiasts, deploying the
reputation can be the most significant narrative internally and externally, and ‘Ladki Chala Rahi Hai’ –
levers to influence perceptions and create establishing monitoring tools to measure Intertwining Diversity and Brand
positive momentum for an enterprise in the effectiveness of brand and reputation
The recent brand strengthening and
the global ecosystem. The organisation is efforts, all within a strong governance
media advertisement campaign of
committed towards Ethical Branding and structure that sets the tone and serves as
one of our flagship products, ‘Pleasure
marketing practices. the glue to integrate the brand strategy.
+ XTEC’, has been designed to break
the stereotypes notions of the society.
With an established, focused effort on The effectiveness of our brand strategy is
The campaign has created enormous
strengthening brand prowess, we believe measured through the brand track research
momentum across the customer
that our brand is essentially a promising conducted by a third party. Depending on
ecosystem and social media platforms.
basis for showcasing the business’s core their product(s) and segment(s), individual
It has started many conversations
regarding women and the issues they
face in an attempt to strengthen the
spirit of women. The ad has created
a strong response in a fun and quirky
way. The theme ‘Ladki Chala Rahi Hai’
has garnered a thunderous response
on various cyber and digital platforms,
which signifies a promising premise
and a competitive venture to foster and
strengthen the scooter portfolio among
target commuters.

The advertisement is principally based on

promoting ‘D&I’ across our ecosystem and
empowering women riders to experience
a safe and seamless commute.

50 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Responsible business contd.

Business Ethics and Compliance

A prerequisite for developing trust with throughout the organisation are effective every compliance factor is checked and them is travelling, the Company is working
customers, business partners and society and efficient in identifying and complying submitted by two individuals. The tool on developing a Compliance Tool app for
is to conduct business with an ethical with all applicable laws and regulations. provides automated alerts and a granular both Android and iPhone users. This will
mindset and integrity. Hero MotoCorp’s With this in mind, the Company has task view for the users tasked with help users update their compliance activity
foundation lies in the principles of ethics, deployed a Compliance Insights Tool – a compliance-related activities, and a real- on the go. The app is currently in the
and our codes set the framework for our web-based self-assessment tool that time dashboard provides management with testing phase and will be available for users
business ethics and our expectations of proactively defines and executes the graphical reports. All users are provided in the first quarter of FY 2022–23.
everyone involved in our business. applicable national legal and statutory with regular training on the new features
obligations. The tool automates and updates in the tool. Through this tool At Hero MotoCorp, we condemn all
As a market leader, the Company is compliance management to mitigate and awareness creation on the importance forms of unethical practices, and we are
committed to the highest standards of human errors, thus reducing compliance- of 100% compliance, the Company committed to working actively against
governance. As a responsible corporate related risks. The tool is periodically is constantly striving for improved them wherever we do business. The
citizen, our principal aim is to ensure updated by an independent third party to compliance discipline and culture across Company is guided by international
effective management of regulatory and ensure incorporation of and adherence the organisation. frameworks, such as the UN Global
statutory compliances by establishing to the latest changes in statutory and Compact, in these efforts. The overall
standards and implementing procedures to legal requirements. The tool works on To ensure that compliance tasks are not purpose of this work is for our stakeholders
ensure that the compliance programmes a maker–checker mechanism, whereby missed while the person responsible for to act ethically.

The foundation of the Company’s

governance model includes protocols and
guidelines that reflect our commitment to a
culture dedicated to integrity, responsibility
and ethical behaviour.

The governance model regulates the

decision-making processes and the
approaches used by the Company and
our workforce in interacting with all
stakeholders. The model is supported by
an effective escalation mechanism for
reporting situations, events or actions
that may be inconsistent with the
Company’s values/codes in alignment with
international best practices.

51 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Responsible business contd.

Business Growth and Profitability

A business can impact many lives, vision and commitment are perfectly in the vehicle development process and Company, with the appointment of its first-
and it does so by creating value for its aligned towards the common goal of makes implementing solutions more cost- ever Chief Quality Officer in October 2020.
stakeholders and itself. By understanding accelerating the shift to smart, sustainable effective and easily scalable. While the Company’s Quality ecosystem
customers’ priorities, evolving aspirations electric mobility solutions in India and has matured from quality control to quality
and shifts in sentiments, Hero MotoCorp around the world. We operate state-of-the-art quality assurance over the last three decades, we
can provide products and services to our centres inside our manufacturing units: now intend to take our quality management
customers on a competitive level. This Assuring Product Quality high-tech laboratories with a clean-room practices to the next level. Expanding the
is the basis for our strategic direction in environment. These centres are equipped scope from product quality, Enterprise-wide
Hero MotoCorp’s history of developing
Business Growth and Profitability. with the latest testing apparatus and a Quality encompasses every aspect of an
best-in-class quality products spans
complex set of fixtures so that engineers organisation’s functions, including product
decades. It is marked by numerous
Hero MotoCorp has strategic priorities to can assess and re-tune parameters to planning, strategic orientation, human
engineering breakthroughs that are now
capture growth opportunities and improve evaluate product risk more proactively. resources, finances and IT.
standard features industry-wide around the
underlying performance. The priorities These tools are used to identify and resolve
world. The Company recognises that our
capture the intent to strengthen the areas quality issues before vehicles are shipped We have best-in-class manufacturing and
success depends on our ability to develop
where we already perform well and add to dealers and, ultimately, sold to the end sales/after-sales processes and systems
innovative, high-quality products that
new areas of importance for the future. customers. As part of our quality approach, in place. It is now time for Hero MotoCorp
consumers are proud to own and drive.
They also guide the Company’s actions and all our manufacturing units have adopted to take the next step in it’s journey by
decision-making processes. a Quality Management System that is ISO transforming our mindset and culture to
For every product, quality parameters
9001 certified. Our Engineering and Quality excel in Quality in the value chain of our
ranging from customer expectations to
Embarking on a new collaborative teams also study how vehicles perform in activities. Taking notice of the current
functional requirements are analysed
journey, Hero MotoCorp is handling the various predictable and non-predictable scenario, the team held multiple interactions
from the earliest design stages. A
distributorship of Harley Davidson brand. environments through physical on-road with all the stakeholders to understand the
cross-functional initiative within the
This arrangement is mutually beneficial for testing at our 16-km multi-terrain test track future of Quality at the Company.
Company focuses on managing risks
both companies as well as for motorcycle at our CIT, Jaipur. Vehicles are driven day
and implementing product solutions. The
riders in India, bringing together the iconic and night on various road surfaces, at high Over the last 15 months, the Company
initiative assesses the risks associated
Harley-Davidson brand with the strong and low altitudes, through dry, hot, humid has worked extensively on redefining the
with items such as new vehicle features
distribution network and customer service weather, and in a range of other challenging organisation’s Quality roadmap, which
during the design phase, which are then
record of Hero MotoCorp. conditions. The feedback is duly reviewed began with rolling out the New Quality Policy
evaluated against existing data and
before updating the vehicle mechanics. in February 2021. This policy serves as the
processes to determine if different testing
Hero MotoCorp has taken a leap towards guiding principle for all our employees and
approaches and technology shifts are
furthering its electric mobility strategies by Hero MotoCorp has established Quality stakeholders across the value chain.
needed. The programme helps identify
partnering with one of the behemoths of as a new and separate vertical within the
and avoid potential quality issues earlier
the EV world, Gogoro. Hero and Gogoro’s

52 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Responsible business contd.

Monitoring the Cost of Quality is one and Hero MotoCorp jointly developed the Hero MotoCorp’s Material Testing Labs The NABL accreditation enhances
of the strategic measures we intend to government’s Vehicle Recall Portal, where of the New Model Centre and Supplier calibration competency and ensures
institutionalise across our entire business customers can register their complaints. Quality Assurance, Gurgaon, as well as universal acceptability of the certifications
ecosystem. Currently, in the framework the Metrology Labs of our Dharuhera, provided by our labs, which provides our
development stage, the Company intends Under the current purview of the Vehicle Gurgaon and Neemrana plants, received products greater access to both domestic
to capture all the Quality cost elements in Recall regime as defined by the government, accreditation in FY 2021–22 per the and international markets.
our framework to optimise the Cost of Good only safety and emission-related issues/ standard ISO/IEC 17025:2017 ‘General
Quality (prototype building, testing and defects are covered; that is, any vehicle, Requirements for the Competence of
validation, etc.) and reduce the Cost of Poor component or software program that Testing and Calibration Laboratories’.
Quality (warranty, rejection, rework, etc.). poses or is likely to pose undue risk to road
safety or the environment can lead to a
Frequent interactions between the requirement for proactive or reactive recall
leadership of the Company and our value by the manufacturer.
chain partners (supply chain partners,
dealers, ARDs , etc.) were conducted to National Accreditation Board
discuss areas of improvement and come for Testing and Calibration
to a mutual understanding on the way Laboratories (NABL)-Accredited
forward to ensure high-quality products Quality Labs
and services.
The NABL is an autonomous body under
the aegis of the Department of Science
Product and Technology, Government of India,
Vehicle Recall Policy which gives accreditation to Conformity
Assessment Bodies (laboratories)
In line with the Government of India’s
in the major fields of Science and
directive making a mandatory Vehicle
Engineering that are performing tests
Recall regime effective from April 1, 2021,
and calibrations per ISO 17025.
Hero MotoCorp swiftly rolled out its Vehicle
Recall Policy in alignment with stakeholders
across the value chain. Covering both
proactive and reactive recall in its policy, the
Company has established a well-defined
mechanism for initiating and carrying out
a recall if necessary. In addition, SIAM

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Embarking on the Transformation People Quality Champions Hoshin Kanri

Journey – Quality 4.0 Progressing Towards a Culture The Quality Champions initiative was rolled Hoshin Kanri, also called Policy
Quality 4.0 represents the future of of Quality out in April 2021 to onboard and engage Deployment, ensures that a company’s
quality and organisational excellence stakeholders across the entire value chain strategic goals drive progress and action
In line with its vision to ‘Be the Future of
within Industry 4.0. It encompasses the in the Company’s journey towards Quality at every level within the organisation. As
Mobility’, Hero MotoCorp is an ardent
entire supply chain – R&D, procurement, Excellence. After thorough diligence, Hero MotoCorp embarks on achieving
proponent of an enterprise-wide quality
manufacturing and sales, services, after- highly motivated individuals with the zeal Enterprise-wide Quality, it is essential
culture. The Company has set itself on
sales and other corporate functions – to take the Company to new heights of to ensure alignment and accountability
a path of rediscovery in these changing
from the frontline up to the administration success were nominated by each function across the organisation. Hoshin Kanri is
times, and we intend to onboard every
and management levels. Quality 4.0 is a head and handed the responsibility of a comprehensive process with closed-
stakeholder across the value chain on our
holistic, integrated, system-wide approach acting as Quality Champions. Bringing loop management planning, objective
journey of Quality Excellence.
to managing quality results through their functional expertise and innovative deployment and review that coordinates
digitalisation and data-driven analytics. thinking to the mix, these champions are activities to achieve the desired strategic
Focusing on Behavioural Quality, the
The goal is to leverage the existing and engaged in brainstorming and charting objective. Deployed in collaboration with
Company has adopted a multipronged
incoming processes, data and available out the organisation’s strategy to establish the Company’s Quality Champions and
approach to sensitise every stakeholder
technologies to ensure quality, increase Enterprise-wide Quality under the direct all EMT members, the exercise is in its
and promote the development of a Quality
performance and yield, reduce costs and guidance and close involvement of their last stage of execution – the finalisation
culture. Initiatives including Global Quality
optimise supply chains by implementing respective function heads and the Chief of Function-level Hoshins and HMCL-
Town Hall, Quality Champions, World
analytical solutions that provide Quality Officer. level Hoshin. It will soon be implemented
Quality Month celebrations, Learning by
actionable insights in real time. across the Company, ensuring stakeholder
Sharing sessions and Mentoring sessions
alignment across the entire value chain.
with the Chief Quality Officer ensure:
⟩ Total Employee Involvement
⟩ Ownership and Accountability
⟩ Transcending Customer Expectations
⟩ Attitude and Mindset
⟩ Leveraging and Enhancing Potential
Some of the major initiatives carried out
during FY 2021–22 have been captured
hereunder.

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Special improvement projects/drives were The Quality function’s monthly

World Quality Month conducted at our supply chain partners theme-based interaction forum, titled the
(November 2021) across the country (e.g. Millipore Week at Quality Colloquium, is a mix of fun and
The Company launched World Quality Engine Critical Suppliers), while regional learning. From sustainability to industry
Month Celebrations 2021 under the and national-level Quality Champion story updates to the latest technological Nurturing Excellence & Xcelerating
Hero Quality Excellence for Sustainable competitions were organised for our advancements to change management, Transformation
Transformation (QUEST) initiative. dealers and their sales managers to further the forum covers it all using interesting
Currently the automobile industry is
Conceptualised by the Women in improve our Sales and Service ecosystem. videos, presentations, games/quizzes/
undergoing a big transition driven by
Leadership (WIL) participants from the competitions, etc. alongside a Q&A
cleaner and safety-focused regulations,
Quality function under the guidance of the Keeping in mind the 2021 theme for World section with our Chief Operations
ever-increasing technology and growing
Quality Leadership Team, and executed Quality Month – ‘Sustainability: Improving Officer/Chief Human Resources Officer,
innovation around connected and
across all the Company’s locations our Products, People and Planet’ – we used Michael Clarke, and Chief Quality Officer,
shared mobility solutions. Awareness
in India, Bangladesh, Colombia and biodegradable canvas in the promotional Mahesh Kaikini. Organised by a group of
on sustainability is encouraging nations
Germany, numerous activities directed at materials for the event. Also, the gifts and creative and innovative individuals from
across the world to work towards reduction
sensitisation towards Quality, improvement prizes awarded during the event were Quality teams across all the Company’s
in carbon footprint, while exploring and
across the value chain and promoting customised, eco-friendly office supply locations, the Colloquium provides a
adopting alternate-fuel technologies.
healthy competition among peers were kits made of biodegradable materials and platform for employees to share their
Therefore, it becomes extremely crucial
organised, including Leadership Speaks on embedded with seeds. knowledge with others as well as hone
that we start acting fast & contribute
Quality, Nukkad Natak, a Quality-themed their communication skills.
towards the “NEXT” i.e a sustainable
Treasure Hunt (Q-Hunt) and What Quality
Tool Am I.
Learning by Sharing – Q-Buzz, Q During FY 2021–22, many internal
tomorrow.
Colloquium and Internal Training training sessions were conducted by
We strongly believe in setting exemplary
Global Quality Town Hall, organised on Q-Buzz is a platform for our Heroes to experts from the Quality team, covering
standards of sustainable business
World Quality Day (November 11, 2021), share experiences, learn from others a wide variety of topics – product
practices, both internally within the
witnessed Heroes’ presence across the and embrace the Quality culture. The knowledge of ICEs and EVs, technical
organisation, as well as in external
world. The series of interactions between digital newsletter captures the audience’s know-how and manufacturing processes,
engagements.
the leadership teams of the Company’s interest with engaging content such as vehicle regulations, data analytics and
global entities, the Quality Champions and candid interviews with leadership, Quality visualisation, and many more. We intend
The purpose of the Hero NEXT framework
the employees proved to be a stimulating Nuggets, the Success Story of our Heroes to establish a robust internal training
is to inspire the entire HMCL ecosystem
experience for all in attendance. and Slice of Life (wherein Heroes share system within the organisation by
while nurturing excellence and accelerating
their personal experiences/learnings). promoting a learning culture based on
sustainable transformation.
Training and workshops by internal The Editorial Team comprises young and sharing among employees.
experts on topics such as Total Productive dynamic Heroes from Quality, driven by
Maintenance (TPM), Hoshin Kanri, Quality a passion for making a difference and a
Tools and Integrated Management hunger to learn.
Systems were conducted not only for the
Company’s employees but also for our
value chain partners.

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Customer Satisfaction among our existing base and appeal to

potential new customers, we also focus
Product safety and quality, which are
on providing convenient communication
key elements of the overall customer
channels and positive experiences. Our
experience, are among the most material
dealer network represents the primary
topics for Hero MotoCorp and our
face-to-face connection with customers,
stakeholders. We also understand that
and Hero MotoCorp has worked with
differences within and across markets,
members of the network to help them
such as geography, culture, individual
update sales and service processes that
preferences and driving experiences, impact
accommodate our Company’s brand
our products and offerings, support and
values as well as local requirements
services. With this in mind, we focus on
and various customer needs. Measures
creating a positive customer experience and
have been implemented to improve
ensuring customer satisfaction throughout
processes, customer service standards
the purchasing and ownership process.
and service quality. Customer experiences
are monitored on a market basis through
Hero MotoCorp understands that
surveys that provide insight into customer
technology and changing customer
advocacy and satisfaction. Results are
sentiments and expectations are the key
integrated into dealer processes, customer Virtual Showroom
enablers that affect how we interact with
connections and training programmes.
customers. To continue to build loyalty

Customer Satisfaction Score Trend (out of 100):

Actions on customer service ⟩ Udaan and iCare training to improve
quality standards: customer handling ⟩ Soft skills training programme
for frontline customer handling
⟩ Upgradation of technical skills through
Customer retention and executives
product-specific technical training
satisfaction:
programmes ⟩ Udaan and iCare training to improve 87.4% 87.0% 87.7% 87.0%
⟩ Festive season-linked win-back customer handling Jul-21 Aug-21 Sep-21 Oct-21
⟩ Regular technical training conducted
programmes for customer retention
at the Learning Centres on new and ⟩ Delivering the highest level of
in Service
existing products customer experience
⟩ 4.3 lakh customers recovered through
⟩ Number of programmes conducted
Customer-centric approach: win-back programmes with special
and participants who attended the
service offers
⟩ Soft skills training programme for training in FY 2021–22 87.5% 89.6% 90.4% 90.7%
frontline customer handling executives Nov-21 Dec-21 Jan-21 Feb-21

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Customer grievance capture, review and redressal mechanisms at dealerships:

⟩ All customer requests are captured into The Company continues to set global
the central Dealer Management Software benchmarks and achieve and sustain
(Hero Connect) leadership in Quality while creating a
sustainable future. We are committed to
⟩ Basis the customer request – relevant
achieving excellence through designing
jobs are carried out against the same
and developing tech-laden and market-
⟩ Customer grievances are recorded relevant products, assuring end-to-
into the Dealer Management System, end quality throughout the design,
which has a loop-closing mechanism manufacturing and after-sales phases.
and transparency for the customer’s
satisfaction

Driven by processes.
Committed to integrity.
Super Oga Campaign
As part of strengthening the footprint in The Super Oga competition started in
Best in class World class Nigeria, Hero MotoCorp congratulated December 2021 in five states of Nigeria –
Technology quality the winners of the first-of-its-kind ‘Hero Oyo, Ondo, Ekiti, Kwara and Gombe – with
Hunter Super Oga’ motorcycle campaign. 20 contestants per state. Each Hero Hunter
Customer centric Showcasing the superior capability motorcycle was fitted with a GPS device
Customer delight Economic & social and endurance of the Hero Hunter, 100 to capture real-time information on the
through innovation approach of Hero value creation participants clocked over 2.7 million km in distance and location of the riders.
MotoCorp a mere 60 days of the campaign. The first
season of Super Oga saw seven winners, Super Oga provided an opportunity for
Sustainability Emerging who clocked more than 29,000 km each. the participants to become self-reliant
in the DNA mobility solutions Three of these winners each rode away and created employment opportunities
with seven Hero Hunter motorcycles, while in Nigeria. Aligned with Hero MotoCorp’s
the other four winners each received four focus on D&I, a female participant, Jumoke
Not just numbers. Hero Hunter motorcycles. The other 86 Fadoju, participated in the campaign,
Bringing value that lasts. participants were awarded the motorcycles completed 12,238 km, and was awarded a
on which they participated. Hero Hunter motorcycle.

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Emerging Mobility Solutions Product Innovation travelling but are significant contributors
to carbon reduction.
Hero MotoCorp’s CIT and the HTCG
are focused on developing new vehicle
Innovatively transforming traditional
concepts and future technologies.
manufacturing into ‘smart’
manufacturing using cyber-physical
Industry leaders can no longer focus
systems yields significant results. In
on expansions and trends in their
today’s highly competitive market,
sectors alone; they need to examine
digitalisation maximises value
transformations and disruptions across
to the end customer while also
the entire ecosystem of suppliers,
supporting sustainable development
consumers and international markets.
– it is thus helping us accelerate the
Technological advancements can help
implementation of sustainability.
solve social and ecological problems.
They are exciting and challenge the
whole community of customers,
workers, administrators, policymakers
and regulators in an impactful manner.
Technological modernisations are
expected to positively influence the
diffusion of social innovation.

In line with its Vision to ‘Be the Future of Our Company is accelerating efforts to A digital ecosystem with online product
Mobility’, Hero MotoCorp has crafted a plan secure a high-quality desirable sustainable availability, integrated value chains for
to selectively capture, accelerate and scale- product and service portfolio, leveraging efficient demand fulfilment and smart
up new businesses and to develop the new and well-known technologies, manufacturing setups are helping
necessary competencies and capabilities. partnerships and digital innovation to improve efficiency. Digitalisation is a
improve electromobility solutions. useful tool for consumption prediction,
resource consumption analysis and
failure prediction. Digital interventions in
the forms of virtual meetings and Google
Lens have not only reduced the stress of

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Hero Hatch
Hero Hatch was launched as an internal customisation concepts, and finalise
incubation centre to foster innovation the execution format while working
within the organisation. As part of Hero cohesively with accessory teams and
Hatch, teams can experiment with other roles to ensure compliance and
new business models, services and reliability. It will be an agile internal unit
business streams while isolating. The to cater to demands unsuitable for mass
model provides autonomy, flexibility and production while looking after demand
opportunities to report directly to the forecast, CapEx, regulatory requirements
leadership team. and logistics.
⟩ Automotive digital space: While
Hero Hatch teams are doing fantastic work
digitisation has been on the rise for some
on electric mobility, pre-owned vehicles
time now, the need for digital business
and vehicle sharing. Below are some
is even more evident today. The project
examples of the work plans:
aims to capture business opportunities
⟩ Vehicle customisation: The team will within the digital space to engage
be expected to understand customers’ customers in the automotive sector and
Hero CoLabs – The Design Challenge
requirements, work on designing and create a sustainable business model.
Hero MotoCorp has launched a new experience, catering to Hero MotoCorp’s
challenge on the Hero CoLabs platform. new innovative and exciting products
The eXPerience Challenge focuses on and mobility solutions. This new retail
building a new retail experience for Hero experience will co-exist with the current
MotoCorp customers and has provided sales network of the Company. Kicking
an ideal platform for architects, interior off the journey was ‘The App Challenge’,
designers and enthusiasts to translate which provided an opportunity for budding
their vision into reality and showcase their programmers, developers, students,
technical skills, creativity and design ability. fans and professionals to showcase their
technical, creative and design skills. Hero
Aligned with Hero MotoCorp’s Vision to CoLabs aims to inspire young people
‘Be the Future of Mobility’, the eXPerience across the world to hone their skills as well
Challenge aims to curate a new retail as to propagate a spirit of collaboration.
approach in the Company’s business The winning designs/ideas are also put into
operations in India and internationally. As production for real-world use.
part of the challenge, participants will be
required to showcase their vision for a
next-gen sales and after-sales customer

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Data Privacy

Data privacy and cybersecurity are most valuable asset, and the safety of 1. Thorough analysis of the threats of incident response procedures
high priorities for Hero MotoCorp. that data is paramount. exposure of vital company assets for managing cybersecurity
The Company has a cross-functional that must be protected and data privacy issues, and a
team of professionals focused on Various policies and security mechanism to collect information
2. Implementing policies and
safeguarding the cybersecurity of our mechanisms are in place to keep on data breaches. As part of the
procedures to reduce the risk of
corporate systems and processes a watchful eye on the technology commitment to becoming a cyber
attack in the event of a security
through activities such as threat landscape and help the Company resilient organisation, cybersecurity
breach
monitoring, design enhancements prevent, detect and solve security is reviewed by the Risk Management
and vulnerability testing. issues and information breaches, thus 3. Implementing plans and Committee, and periodic business
ensuring cyber resilience. procedures to neutralise threats impact analyses are carried out.
Hero MotoCorp recognises that the and security issues The Company also has a robust
personal or sensitive data provided to Hero MotoCorp’s dedicated disaster recovery plan to tackle any
the Company by its customers, value cybersecurity management approach The Company has business threat or breach.
chain partners and employees is its is based on: continuity/contingency plans and

Keeping stakeholder’s
data safe & secure.
In everything we do.

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Hero MotoCorp consistently informs its stakeholders on privacy protection issues and updates them regarding the available security protocols. Some of the initiatives undertaken are:

S.No. Initiatives Undertaken Key Objective Progress S.No. Initiatives Undertaken Key Objective Progress

1. Use cyberintelligence Brand protection and Ongoing and 6. Focus on critical Mitigation of risks caused to Removal of
to anticipate new identification of zero-day cyber continuous assets (main target of the organisation by obsolete obsolete technology
risks attacks monitoring ransomware attacks) technology is in progress.
Ransomware
2. Internal and external To check compliance with Internal audit assessment planned
audits to identify risks standards and regulations (ISO conducted in Q2 for Q1 FY 2022–23
and non-compliance 27001, General Data Protection and external audit
Regulation [GDPR]/Local Privacy conducted in Q3 7. Optimise monitoring Address need to upgrade existing Enhancement for
Regulations and IT Act) and of cybersecurity technology in the context of Next-Generation
identify vulnerabilities in the attacks by leveraging exponential growth in modern- security monitoring
externally exposed infrastructure Security Operations day cyberattacks planned for Q2 FY
Centre and Use 2022–23
3. Hack ourselves to To identify vulnerabilities in the Ongoing/continuous technologies (AI,
discover and address risk universe of the organisation activity sensors) to improve
new vulnerabilities detection
(Applications, Active
Directory, etc.) 8. Cyber insurance Be prepared to meet financial Yearly activity,
obligations due to any data executed in Q4
4. Educate teams to To educate employees and Ongoing/continuous breach
better detect and external contractors/third parties activity
react to cyberthreats using technology 9. Regular hygiene To maintain equilibrium with the Ongoing/continuous
(awareness sessions) check current and expected state of the activity
cyberuniverse
5. Insulate with Mitigation of potential risks Secure IT/
additional network arising from convergence of OT OT integration 10. IS governance and To evaluate processes’ Planned Q1–Q3
protection in our to IT landscape implemented for one implementation effectiveness and efficiency 2022–23
critical infrastructure location and planning
(Data Centre, in progress for
Hero MotoCorp has also onboarded its first-ever female Chief Information and Digital
factories) another location
Officer to lead the technology-driven business transformation. She will further strengthen
the Company’s initiatives in cyberspace, across domains including IT-related infrastructure,
digital enablement strategic planning, aligning cyber strategies, data privacy and
cybersecurity.

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Value Chain Sustainability

In today’s economy, companies must are managed using de-risking strategies Green Partner Development ⟩ Better business sustainability and improved
increasingly compete for customers like the Plan for Every Part (PFEP) Programme vision for the challenges ahead
and resources. Consumer interests and programme.
The GPDP encourages a collaborative The initiative is carried out through
resource scarcity are thus changing how
effort between Hero MotoCorp and our Environmental Aspects Reduction Network
business is conducted. To stay relevant Safety Audit and Training suppliers and dealers to achieve our (EARN) programmes under the six pillars of
and competitive, Hero MotoCorp believes
As a part of the de-risking drive of our overall corporate sustainability goals. Energy Management, Water Management,
that companies need to look beyond
Company’s supply chain partners, we The objectives of GPDP are: Waste Management, Pollution Prevention,
their internal operations and consider
arranged a fire and safety audit by an Substitution of Hazardous Chemicals and
opportunities to de-risk and increase ⟩ De-risking the supply chain,
external certified auditor for supply chain Environmental Compliance.
efficiency across their entire value chain. upgradation by knowledge sharing
partners selected based on criticality
and expanding the horizons of Supply chain partners are given specific
Synergy with our Company’s value chain of process, dependability and critical
environmental practices among the training on all six pillars of the GPDP,
is a key element to our sustainable hazardous chemical/waste handling.
supply chain partners and mapping of processes/equipment is
performance and supports the way we This year we widened our safety activities
carried out based on logical analysis to
serve our other stakeholders. Our focus scope to the deeper supply chain partners ⟩ A collaborative approach to conserve
identify gaps or significant environmental
on good partner relationships includes and dealers. Safety assessment were and protect the environment to meet
and safety issues, and improvement
engaging with them in various ways and done at suppliers covering aspects our societal commitment
projects are undertaken accordingly.
via a range of platforms. Safety Systems, Fire Safety, Electrical
Safety, process safety. Countermeasures
To ensure a consistent and
taken by suppliers based on findings
comprehensive approach across
were re-audited to confirm effectiveness
business units, we have articulated the
of countermeasures. So far we have
Sustainable Procurement Guidelines,
completed safety assessment of more 70
GPDP and many more. We have a
direct supplier and 10 Tier deeper supply
process that identifies suppliers
chain partners. Similar Safety assessment
as ‘critical suppliers’ based on high
approach for dealer partners where
volume, critical and non-substitutable
training and awareness sessions are
components.
conducted for dealers partners in phased
manner. We also organised safety training
Critical Supplier Identification workshops across all the zonal offices
Hero MotoCorp has defined a process in India to sensitise the dealer partners
whereby high volume/single-source and on Fire and Safety issues. The workshop
non-substitutable suppliers are identified focused on establishing a structured
and classified as critical suppliers. safety management system within the
Multi-sourcing plans are also in place for dealerships.
essential technology components and

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From Green to Sustainable Sustainability is in the DNA of Hero handbook, which acts as a ready reckoner and engagement with society, including
MotoCorp, and we incorporate ESG to support all our supply and value chain their value chain and deeper supply chain.
Hero MotoCorp continuously strives for
considerations in all our processes. The partners in adopting a sustainability
synergy between the environment, equity ⟩ Develop strategies and framework
seeds of our sustainability focus were methodology.
and economy by providing products for public disclosures and reporting
sown by our founder and Chairman
and services that meet our customers’ mechanisms
quality, performance and aspirational
Emeritus, the late Dr. Brijmohan Lall Munjal. Sustainable Partner Development
expectations. While doing so, we practice
Our sustainability strategy is to cover Programme (SPDP) Charter This SPDP initiative will help Hero
the end-to-end value chain, not limiting
the highest standards of corporate As a responsible corporate citizen, MotoCorp accomplish our sustainability
ourselves to the boundaries of our facilities,
governance and maintain our dedication Hero MotoCorp believes that business aspirations by effectively deploying a
but impacting all stakeholders, including
to our ethical principles and societal can be conducted sustainably without monitoring mechanism and strengthening
the end users of our products.
responsibilities. Our strategy is driven and compromising the needs of society and the value chain partners’ brand images and
supported by a powerful commitment future generations, not only within our reputations as sustainable organisations.
Our Company strongly believes in setting
to developing efficient solutions that are Company but by encouraging our entire The programme will build a cadre of value
exemplary standards of sustainable
designed, manufactured and delivered value chain to adopt similar sustainability chain partners with minimised business
business practices, both within the
sustainably and ethically. strategies. Expanding the horizons of our risks, thereby ensuring business continuity
organisation and in external engagements.
sustainability practices, we are launching of the entire value chain.
The importance of sustainability in a value
The automobile industry is undergoing a SPDP in collaboration with our value
chain extends beyond ‘going green’. Our
a significant transition driven by cleaner, chain partners, based on the following The SPDP aims to achieve the following
sustainability programme will help us create
safety-focused regulations, and ever- guidelines: objectives:
a sustainable value chain, focused not only
increasing technological innovation focused
on reducing our environmental impact but ⟩ Foster a customer-centric culture to 1. De-risk and re-calibrate business
on connected and shared mobility solutions.
also ensuring a robust governance structure cater to futuristic needs and aspirations strategy from an ESG lens through due
Sustainability concerns are encouraging
and social contributions to creating an at a competitive level diligence and exploring opportunities
nations worldwide to work towards a
inclusive and equitable atmosphere for
reduction in their carbon footprint while ⟩ Establish the climate action plan and 2. Achieve business resilience (the ability
stakeholders in the ecosystem. Key benefits
exploring and adopting alternate-fuel set targets in the areas of carbon, water, to resist, withstand and recover from
of the programme are:
technologies. Hero MotoCorp is committed energy and waste generation, adopting sudden disruptions)
to a progressive transformation of society a. Improved environmental footprint pollution prevention strategies to
3. Fostering a spirit of collective action for
through our efforts towards education, improve overall environmental footprints
b. Strengthened business continuity people and the planet
health and hygiene, skill development, and
⟩ Institutionalise a tool for effective
protecting the environment. c. Scale-up in market reputation 4. Adopt next practices and source
governance, compliance management
responsibly (refer to sustainable
d. Improved social connections with and ethical business conduct within the
As responsible corporate citizens, our procurement guidelines)
stakeholders business and their respective value chain
Company’s endeavours are based on
5. Drive performance by facilitating the
the abiding principles of transparency, ⟩ Establish a social welfare framework to
With this background, Hero MotoCorp is Company to achieve goals through
responsibility, accountability and ethical address critical issues such as safety,
dedicated to driving sustainability across mutual buy-ins
conduct, taking inspiration from the D&I, talent management, human rights
the value chain and has thus formulated a
organisation’s core values and mission.

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Sustainable Procurement ⟩ Create a culture of trust between We are working consistently with our ⟩ Periodic visits of the Company’s
workers and management and develop supplier partners towards identifying authorised persons at the supplier base
Hero MotoCorp is committed to the
a work culture to promote human rights. sustainability risks and suitable mitigation to ensure compliance is met. ESG risks
sustainable growth of its value chain.
measures. Mitigation initiatives undertaken are addressed and comprehensive due
Sustainability factors are one of the ⟩ Embrace the principles of CSR and
include: diligence on ESG parameters is carried
key elements in partner evaluation establish themselves as responsible
out for new supplier onboarding.
methodology. corporate citizens. ⟩ PFEP – De-risking the Company against
financial stress, non-upgradation to ⟩ Hero MotoCorp conducts frequent
The Company envisages that our value Managing Environmental, Social new technology and unforeseen factors discussions and meetings with
chain partners will not only implement the and Governance (ESG) Risks in the through multi-sourcing. The Company suppliers for their development.
necessary guidelines and procedures within Supply Chain develops alternate sources to avoid Team knowledge and capability
their own operations, but will also monitor production loss and supply chain enhancement are carried out at
Hero MotoCorp strives to implement
their supply chains to ensure commitment disruptions and to optimise logistics, and each supplier end by ensuring
strategies that manage both regular and
to ESG and Quality parameters. supports suppliers in minimising these improved accountability at the
exceptional risks along the supply chain
risks in their value chain. Function Head level to sustain and
⟩ Create awareness of Hero MotoCorp’s throughout its many tiers. We believe
improve performance. The Company
Sustainability, Environment, OHS and that it is critical to understand supplier ⟩ Hero Supplier TPM – An initiative
also conducts Joint Guidance Co-
CSR Policies and practices. profiles at lower-tier levels to ensure a targeted towards the upgradation
Sharing cluster meetings. We aim to
complete risk assessment and response of suppliers to create a culture of
⟩ Ensure fairness, transparency and benchmark best practices worldwide
to potential supply disruptions. We are continuous improvements in a
ethical conduct in business dealings and for business sustainability and
working towards developing tools/ sustainable way. Through the Supplier
encourage adherence to norms relating sensitise our partner organisations
mechanisms that support supply chain Excellence Programme, the focus is to
to anti-corruption and anti-competitive about their impact on a global level.
mapping as an important focus area improve reliability, efficiency and cost
behaviour.
for ensuring business continuity and management in the value chain. ⟩ Hero MotoCorp is working to ensure
⟩ Safeguard Hero MotoCorp’s intellectual resilience in the value chain ecosystem. that it does not procure any part or
⟩ GPDP – The Company is leveraging
property and respect the privacy and component made from materials
industry experts to upgrade the supply
confidentiality of its internal and external Our Company’s supply chain risk originating from conflict regions.
chain to be future-ready by identifying the
customers. management approach focuses on To achieve this, the Company has
potential ESG risks through audits and
analysing and mitigating business made it a goal to screen all parts and
⟩ Adhere to leading ESG and quality ensuring timely closures to mitigate any
interruption risks and promoting the components using the International
management standards, including Hero business risk.
sustainability of the supply chain Material Database System (IMDS).
MotoCorp’s sustainable procurement
ecosystem through a structured
guidelines.
evaluation process consisting of
⟩ Encourage partners to reduce hazardous supplier risk identification, quantification,
wastes, logistics footprints, wasteful mapping and solutions.
packaging, greenhouse gas (GHG)
emissions, and virgin material and water
consumption.

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with our sales process, service process Customer Satisfaction Related to

Customer-centric Efforts and 24/7 Roadside Assistance
and the new products launched during FY Service:
Steering Growth 2021–22, and to benchmark against the In keeping with its highly customer-centric
⟩ Close to 50,000 customers are contacted
Hero MotoCorp is focusing on capturing competition. In addition, we are continually approach, Hero MotoCorp has introduced
every month for feedback on their service
emerging opportunities in the mobility area, conducting brand track studies to gauge the 24/7 Roadside Assistance (RSA)
experience
and with this intent, it is necessary to re- the health of the product brands as well programme for our valued customers.
calibrate the Growth division to consolidate as our corporate brand with respect to the ⟩ A Dealer-wise Satisfaction Score out of
leadership. The key to leveraging these competition. Acceptor–rejecter studies are 100 is derived. The Net Promoter Score The RSA programme provides round-the-
opportunities is developing synergies carried out on need basis to complement (NPS) is also calculated. The Dealer-wise clock assistance to customers all across
between the key customer-facing functions the above research. We carry out these Satisfaction Score was 90.7, and the NPS India.
– Marketing, and Sales and After-sales. This exercises periodically to benchmark and was 66.4.
has led to the inception and appointment of understand customer behaviour on a The RSA programme offers customers the
a targeted, focused position and integrated measurable platform called the Customer Intensifying the ‘Digital First’ following benefits:
function for creating a new growth Satisfaction Index. The results of this index Approach ⟩ On-call Support
trajectory, including onboarding a Chief act as an enabler to reassess our current
Further strengthening our industry-leading
Growth Officer for the first time. sales, marketing, communication, service ⟩ On-the-spot Repairs
digital initiatives for enhanced customer
and customer outreach strategies, both
experience, Hero MotoCorp has launched ⟩ Tow to the nearest Hero Workshop
Dealers and distributors are our Company’s locally and globally.
an integrated online sales platform –
last mile of connectivity with our ⟩ Fuel Delivery in case of fuel run-out
eSHOP. eSHOP enables a completely
customers. Engaging with them helps us We monitor and set targets to improve
digital seamless buying experience for our ⟩ Flat tyre support
understand their needs as well as effectively satisfaction, and we communicate our
customers. All relevant purchase-related
communicate our views to them. results. We have a Quality Management ⟩ Battery Jump Start
information and actions are built into the
System to ensure that external product
system, allowing customers to purchase ⟩ Accident Assistance (On Demand)
Customer satisfaction is met by distribution networks comply with defined
their preferred motorcycle or scooter
amalgamating our Customer Relationship quality standards. The system comprises ⟩ Key Retrieval Support
directly from our Company’s website via an
Management and Dealer Management the following:
easy and transparent process.
System (CRM–DMS). Our Company’s
⟩ Customer service quality standards
overall Quality policy provides our guiding
documentation Customers can pre-book their service
approach towards customer service.
appointment at their nearest workshop
It is vital to understand customers’ ⟩ Regular customer service quality
using the Hero App. They can also avoid
expectations, and thus an ongoing dialogue management workshops
paperwork at the workshops by raising
with them is maintained through various
⟩ Formal training programmes for the sales their service job card and receiving a digital
initiatives. This helps us make advances in
and distribution networks acknowledgment.
the quality of the products we develop.
⟩ Regular audits of sales and distribution
Hero MotoCorp continues to undertake networks
studies through a third-party research
agency to measure customer satisfaction

65 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Responsible business contd.

GoodLife Loyalty Programme

GoodLife is a loyalty programme for Hero Welcome
Welcome
Customers that has been established for Rewards - Online
Bonus Points
two decades. The programme has evolved Shopping Offers
over the decades and is now one - of - its
kind in the industry, attracting lakhs of
member enrolments annually. Since its
inception, it has developed from strength to
strength, with a cumulative total of several Bonus Points
Remarkable
crore members. on Service Rewards PUC Bonus
Points
Transactions

Bonus Points for

Referrals &
Self-Referrals

Combining the principles of ‘Remarkable

Rewards, Striking Benefits, Priceless
Privileges, Extraordinary Experiences and
Digitally Yours’ has strengthened the value
proposition upon which the new Digital
Extraordinary Customer Experiences
GoodLife is based.

Special invites to Digital

Digital Product Events
Launches

01 02 03 04 05
Virtual Biking Multiple
factory visits expedition sweepstakes

66 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Responsible business contd.

Xtracks – Living the Thrill Excitement in MotoSports participated in six Dakar Rallies, completing achieved a podium finish. Hero MotoCorp
During FY 2021–22, Hero MotoCorp five of them with impressive results. Dakar was also the primary sponsor of the
Driven by passion and the spirit of
launched a new season of Xtracks with 2022 will go down in history as the edition 2022 edition of the SJOBA Rally. Hero
adventure, Hero MotoSports is a cross-
Xpulse 200 4V. Through Xtracks, we that saw an Indian manufacturer win a MotoSports won the FMSCI Indian National
functional team of experts who are
provide our customers/prospects with stage in the world’s toughest rally for the Rally Sprint Championship 2021, and
passionate about racing and are fond of
one-of-a-kind opportunities for adventure first time! With one stage win and one our rider Yuva Kumar won the stock and
taking up new challenges and thriving
seekers to experience the Xpulse 200 stage Podium, this was Hero MotoSport’s modified classes.
through them. The team was created in
4V lifestyle in its purest form. Riders best performance at the Dakar Rally so
2016 to test our technology in the world’s
can feel the real thrill and adrenaline far. The team participated in multiple Our ‘Rally Life Navigator’ is an interactive
most challenging and inhospitable terrains.
on our specially curated tracks amid races throughout the year, constantly virtual platform that introduces rally
nature and wild landscapes. Being a upgrading their machines and reaching enthusiasts to navigation, a key skill
Hero MotoSports is headquartered at the
responsible organisation, customer safety the top positions. At the Abu Dhabi Desert required in rally sport. The initiative
Global CIT and closely collaborates with
is our Company’s topmost priority. We Challenge 2022, two of our riders finished includes videos and competitions that
our HTCG. In just under six years, the team
ensure this by imparting expert training in the top ten. Coming off a strong result allow participants to learn basic road-book
has witnessed a meteoric rise owing to
and personalised attention to riders to at the Dakshin Dare, the Hero MotoSports skills while digitally exploring the popular
their powerful and gritty performances,
help them prepare their bikes and learn National Team was back in action at global rally destinations from the safety of
quickly becoming a force to be reckoned
techniques to conquer the track. On the the SJOBA Rally 2022, Chandigarh, and their homes.
with in the international rally sport. The
dirt track, riders experience first-hand the
team also enjoys the proud distinction
suspension, handling and rally DNA of our
of being the only Indian team to have
Xpulse 200 4V. We have delivered these
events in various locations, including
Dehradun, Guwahati and Agartala, and we
received an overwhelming response at
each location.

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Responsible business contd.

Business Continuity Plan

When catastrophic events cause major 3. Extensive due diligence is carried
disruptions, managing business and out periodically to identify plant
returning to normal operation schedules interrelationships and the resultant
requires robust planning, due diligence, a financial impact of each plant, as well
pragmatic approach, updates and feedback as the individual vehicle or component
along with discipline. lines within each plant.
4. Workforce Health and Safety concerns
These potential disruptive events include
are the topmost priority on normal
natural disasters, pandemics, facility
days and even in the case of disruptive
issues, cyberattacks or unforeseen issues
events.
within our value chain. Hero MotoCorp’s
business continuity management model
Our business continuity plan is a
is a structured and disciplined mechanism
systematic approach developed to collate
for reducing the likelihood and severity of
information and document necessary
disruptions and reducing recovery time in
protocols required for business recovery
any such event. The business continuity
and ramping up, keeping the safety and
management process has the following
well-being of the stakeholders intact. A
elements:
flexible approach allows each plant to
1. Each plant’s critical production develop a situation-specific response plan.
processes are mapped to key inputs, Elements of the plan are tested periodically
including facility infrastructure, through various simulation exercises.
processing equipment, data technology, The results and priorities of the business
human resources and suppliers. continuity management process are
reviewed regularly by the Board.
2. Data recovery strategies are
documented and are made available
to vital employees, and knowledge can
be shared across business units and
plants on need basis.

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 Social
Inclusion
Every day, everything we do
at Hero MotoCorp starts with
our employees and how they
contribute to our business,
customers and communities
worldwide. Employees with diverse
skills, talent, perspectives and
backgrounds create value for
stakeholders inside and outside
the Company.
We strive to provide a rewarding and safe working
environment that values innovation and enables
employees to collaborate in ways that transform
differences into strengths, breaking down
geographic and cultural barriers and establishing
mutual buy-ins in meeting professional
commitments and personal aspirations.

At Hero MotoCorp, we reinforce value-based

leadership – all members of our talented
workforce are empowered to upskill and take
action within the professional conduct of the
Company.

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Social inclusion contd.

Health, Safety and Well-being

Hero MotoCorp recognises that each The OHS Management systems policies
employee is a valuable asset to the apply to all employees.
organisation. We aggressively carry
out measures designed to provide a The Company undertakes various activities
safe, pleasant and healthy workplace to improve health and safety, including
environment. safety audits through internal and external
experts and providing employee training on
The previous two years have seen a public topics such as behavioural-based safety,
health crisis, with the worldwide spread fire safety and process safety.
of the COVID-19 outbreak posing an
unprecedented threat. As a responsible The Company employs concerted efforts
and caring corporate citizen, the health, to prevent accidents or mishaps that
safety and well-being of all employees and may lead to lost workdays, bodily injuries
their families remained the Company’s or fatalities. The Company is further
top priority. We were deeply mindful of the involved in proactive measures designed to
concerns around COVID-19. All employees eliminate potentially dangerous workplace
have been reassured of the Company’s behaviours and situations that may be
commitment and unstinted support in hazardous to employees.
doing whatever is needed to ensure their
safety and well-being.

All units of Hero MotoCorp are operated

under certified OHS Management systems
according to ISO 45001. The Company is
complying with all the applicable Health
and Safety regulations. The Company has
defined Safety standards that are more
stringent than the prescribed legislative
norms. Various Health and Safety KPIs are
defined specifically to reduce safety-related
incidents and are tracked and monitored
every month.

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Social inclusion contd.

Health and Wellness Initiatives related compliance management systems. increased productivity. We provide Below are some of the major initiatives:
These policy programmes have been employees with personal health
The health, safety and well-being of our ⟩ A 24/7 call centre was set up to provide
designed to help prevent physical (including resources, good physical, mental and
employees have always been the topmost employees with information on various
occupational), mental and psychological psychological work environments,
priorities for Hero MotoCorp. The Company support services.
health issues and to improve employees’ and opportunities for involvement in
has established an excellent health
overall well-being. community services. ⟩ Additional doctors and nursing staff were
and wellness management system to
hired to support employees.
support and ensure the overall well-being
Our Company’s OHS policy ensures health All our Company’s manufacturing units
of our workforce. We have created and ⟩ Special collaborations with hospitals for
and wellness are incorporated into our are certified with ISO 45001 (International
implemented programmes and policies by employees.
business strategy. The cross-functional OHS Management System and
incorporating world-class best practices
TPM committee safeguards the pillars Standards), and we strive to implement ⟩ Oxygen concentrators were provided to
for ensuring a safe, healthy workplace and
of safe work, a healthy workforce and best practices in OHS management. employees and their family members
through an in-house-developed mobile
We introduced additional initiatives app system.
specific to COVID-19 during FY 2021–22.
⟩ We provided support to employees
by offering them medication and
other necessary materials for treating
COVID-19, sourced from a reliable
organisation.
⟩ As part of our community service, we
provided oxygen support to hospitals/
nursing homes who were suffering from
shortages.

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Social inclusion contd.

New special policies for employees ⟩ Regular webinars on mental wellness and The Company has implemented the Ergonomic interventions have been
related to COVID-19 support: anxiety control, led by external experts. Food Safety and Standards Authority of completed at new manufacturing plants by
India (FSSAI) Orange Book guidelines in introducing anti-fatigue mats on assembly
⟩ Unlimited sick leave policy ⟩ Online stress management, yoga,
our cafeterias/canteens to ensure safe, lines to reduce work-related fatigue and
laughter yoga and meditation sessions
⟩ Family care leave policy hygienic and nutritious food for musculoskeletal discomfort.
arranged regularly under the Yes Heroes
the workforce.
⟩ Additional Mediclaim coverage for Can initiative.
hospitalisation related to COVID-19
⟩ Regular email bulletins sent to employees
illness.
on mental well-being and COVID-19
⟩ Financial support for home treatment prevention.
expenses to COVID-19 infected
⟩ Interactive sessions for employees,
employees, or to a dependent family
family members, vendors, suppliers, etc.
member, for those who were not
to alleviate COVID-19 anxiety. Regular
hospitalised.
webinars for awareness on organisational
⟩ Financial grants/support for home office initiatives, COVID-19 prevention,
setup. immunity-boosting tips, etc.
⟩ COVID-19 vaccination – More than
99% of employees are vaccinated. We The Company’s senior leadership
organised several free vaccination regularly communicated with employees
camps to cover all employees. and remained committed to ensuring
safety at the workplace.
⟩ A special financial assistance policy to
support the families of employees who
After lockdown during the second
died due to COVID-19.
wave of the pandemic, a restart of
⟩ Multiple healthcare service provider operations was carried out after
options for unlimited free online medical ensuring all necessary health and safety
teleconsultation available to all 32,000 measures had been implemented at the
personnel and their family members. workplace. Nineteen related policies,
procedures, guidelines, protocols and
⟩ Professional mental health counselling
standard operating procedures (SOPs)
services available 24/7 through reputed
were regularly reviewed, given the
external providers to support the mental
changing situation and requirements for
wellness of employees and family
compliance with government and local
members.
health authorities’ guidelines.
⟩ Regular support for employees regarding
their health emergencies and routine
medical issues.

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Social inclusion contd.

COVID-19 Specific Initiatives up facility through external partners for ⟩ Regular sessions on stress management,
Occupational Health Services During FY 2021–22 all employees, with options for family yoga and meditation for employees and
The Company has established an excellent members to use the facility at highly dependents
During the second COVID-19 wave, from
Health and Wellness management system discounted prices, is proposed
April to May 2021, the Company provided ⟩ Extension of medical teleservices through
to support and ensure the overall well-
physical, mental, psychosocial and ⟩ Subsidised immunisation services wellness service partners, including
being of our workforce. We have created
emotional support to employees and family (e.g. influenza, hepatitis, typhoid) for consultation and EAP services
and implemented programmes and policies
members. employees and dependents
by incorporating world-class best practices ⟩ Regular email bulletins, health tips and
for ensuring a healthy and safe workplace ⟩ Talks on specific health-related topics advisories for employees
Regular Activities:
and related compliance management and free health screening camps for
⟩ General outpatient department services
system. These policies and programmes ⟩ Advisory on COVID-19 pandemic for employees and families on various WHO
and around-the-clock pharmacy services
have been designed to prevent physical employees for prevention and control, and national health days (e.g. World
for employees through the Occupational
(including occupational), mental and with precautionary measures planned Cancer Day, World Kidney Day)
Health Centre
psychosocial health issues and improve and implemented accordingly
⟩ Health check-up camps for the
employees’ overall well-being. ⟩ Specialised diagnostic services (in-
⟩ Tracking of active COVID-19 affected community (e.g. cataract screening camp
house) for employees through the
employees and extension of medical through AIIMS Delhi)
Our OHS policy ensures health and Occupational Health Centre, including
support services
wellness are incorporated into our ⟩ D&I focus, with medical outpatient haematology, biochemistry, ELISA
Company’s business strategy. The cross- ⟩ Extension of medical support to the departments on gynaecology for female analysis, urine sample testing, ECG, bone
functional TPM committee safeguards the community during the COVID-19 employees mineral densitometry, ankle-brachial
pillars of safe work, a healthy workforce pandemic pressure index, BMI monitoring, vital sign
⟩ Regular fitness contests for employees at
and increased productivity. The Company monitoring
⟩ Specialist clinics and outpatient all locations
provides employees with personal health
departments for employees and their ⟩ Provision of ambulance services to sick/
resources, a good physical, mental and ⟩ Advisory programme offering dietary
dependents, covering multiple medical injured non-ambulatory employees and
psychosocial work environment and an guidelines through a dietitian for
specialities dependents for admission at hospitals
opportunity for involvement in community employees and families
services. ⟩ Providing free online healthcare ⟩ Policy, guidelines and SOPs have been
⟩ Well-structured Mediclaim facilities for
consultations to all permanent and identified and defined to provide non-
employees and dependents with cashless
All our manufacturing units are certified temporary employees and their family occupational medical services
inpatient departments at empanelled
with ISO 45001 (International OHS members
hospitals on the Pan India Network ⟩ The Company facilitates access to non-
Management System and Standards), and
⟩ Employee Assistance Programme (EAP) occupational medical services through
we try to implement best practices in OHS ⟩ Medical coverage through the emergency
for confidential mental health support and detailed communication to employees
management. severity index (ESI) applicable for
counselling services for employees and (email bulletins, notice board displays)
employees in contractual roles (and their
family members and alternate modules (online mode for
dependents)
clinics, training, health talks)
⟩ In line with the preventive health check-up
policy, providing a regular health check-

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Social inclusion contd.

Key Highlights of the Occupational ⟩ A pre-employment medical check-up is ⟩ Occupational Health Services are ⟩ Daily food menu calorie content is
Health Management System and conducted according to statutory and highlighted in the Occupational Safety displayed in dining halls for information
Activities at Hero MotoCorp: non-statutory requirements aligned with and Health Performance Review about intake according to different job
each employee’s job requirements. Committee (OSH PRC) and HR monthly categories (sedentary, moderate, heavy).
⟩ Hazard Identification and Risk
review meetings.
Assessment (HIRA) mapping and ⟩ Health assessment for return to work is ⟩ Immunisation of specific categories
Context, Issues Identification, Risk and carried out prior to re-joining. A medical ⟩ A monthly report summary of of employees according to the job
Opportunity Analysis (CIRA) of hazardous fitness certificate is verified, validated and Occupational Health Services is published requirements for specific protection
job processes and the employees maintained on record. in the monthly e-newsletters. under primary prevention protocols.
involved; periodic occupational health
⟩ General health examinations as follow-up ⟩ Scope of improvement in Occupational ⟩ Management of the bio-medical waste
check-ups are planned and implemented
checks are advised for those with adverse Health Services is managed through that is generated by the operation
according to the HIRA and CIRA as part
medical reports on occupational health periodic internal and external integrated of Occupational Health Services is
of statutory health check-ups.
check-ups. management system (IMS) audits. carried out according to the statutory
⟩ The guiding document for occupational requirements.
⟩ End-of-service health examinations ⟩ Effective management of occupational
health checks is in line with our
are presently not being carried out, injuries and impairment correction through ⟩ Specific protection advice is given for
organisation’s Occupational Health
but a policy is being planned for the best possible medical backup services. identified occupational hazards
Services Management System (OH
implementation. (e.g. earplugs for workers employed in
Manual), designed according to the Indian ⟩ Provision of ambulance services for in-
high-noise areas even after engineering
Factories Act 1948, OHSAS 18001, ISO ⟩ Workers’ access to occupational plant injury referral cases.
control methods).
45001 and FSSAI. health services is ensured by effective
⟩ Disability limitation and occupational
communication with the department, ⟩ Statutory training, including first aid and
⟩ Periodic occupational health surveillance rehabilitation of physically disabled
planned relief of a worker from their job CPR training, is given to employees.
and workplace audits, work environment, employees for prevention of handicap.
station to attend the Occupational Health
ergonomics and industrial hygiene are
Centre and follow-up communication with ⟩ Drinking water and air quality checks are
carried out by location medical teams.
the department. carried out at the workplace to ensure the
⟩ Periodic medical check-ups are carried provision of safe water and air through
⟩ Effective communication of occupational
out in-house, with specific tests identified environmental modifications for health
health check-up records to the worker,
per risk assessment of employees promotion.
department heads and maintenance
working in different departments exposed
of records in health forms and formats ⟩ Bacteriological swab cultures, canteen
to various occupational health hazards.
according to statutory requirements. hygiene tests, food calorie and culture
Most of these tests are conducted using
tests are carried out according to FSSAI
in-house equipment – spirometers, ⟩ Occupational health surveys of the
guidelines.
audiometers, vision testers, peak flow workplace, including the canteen, with
meters, etc. an on-site medical check of workers, are
carried out.

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Social inclusion contd.

Safety-related Initiatives The Company clocked over 170,000 Health and Safety
hours of safety training for its permanent
In FY 2021–22, Hero MotoCorp transferred Near Misses/ hazard reports 6,730
and contractual employees during the
the safety management system from
reporting year.
OHSAS 18001 to ISO 45001 for all its Non-reportable injuries (permanent) 8
units. The new system has brought a
Worker Participation in Safety Non-reportable injuries (contractual) 35
unique perspective of encouraging ‘risk-
Management
based thinking’: a more proactive, flexible
Reportable Injuries (permanent) 0
and preventative approach to remedying Participation goes beyond simply
a broader range of risks before they training employees on health and safety Reportable Injuries (contractual) 5
materialise. The new system encourages procedures and expecting them to adhere
the incorporation of health and safety into to them. Instead, health and safety are Lost days (permanent) 0
the broader management system of the seamlessly integrated as part of ‘business
Company. The senior management has as usual’, with all workers aware of the Lost days (contractual) 338
now taken a stronger top-down leadership objectives and advantages of a safe and
Rate of Recordable work related injuries 0.10
role, driving performance improvements efficient workplace and being empowered
into action and taking responsibility for the to contribute to it. For FY 2021–22, the number of fatalities, high-consequence work-related injuries was zero.
protection of all employees.
⟩ Giving the workforce increased
participation and consultation, testing
Striving for a Zero-incident Culture
new initiatives before implementation Health and Safety Training
Under the Company’s proactive approach, and building policies around staff
Health and safety training and awareness new concept of ‘safety gyms’ across all our
several risk assessment initiatives, safety feedback
form an essential part of the overall safety locations, where the employees experience
tagging, safety audits, safety Kaizens,
⟩ Utilising the workforce as ‘agents’ in strategy at Hero MotoCorp. We have live accident scenarios through fear
safety training, awareness creation and
developing the habit of flagging risks learnt over several years that effective simulation devices. Virtual reality safety
emergency preparedness exercises have
and opportunities alongside their training and awareness help control the training has recently been introduced at
been undertaken.
day-to-day work risk of accidents and incidents in our some of our plants, providing a near-reality
processes. While a structured safety computer-generated environment for
Safety continues to be of the utmost ⟩ Openly sharing accident investigations
training process was already in place to developing process simulation or designing
priority at Hero MotoCorp. The substantial and enquiry results, as well as planned
cover various safety topics – industrial, an unsafe scenario. Virtual reality can help
increase in near misses and hazard changes and developments
electrical, fire, behavioural-based safety, bring life to visualisation concepts, create
reports also indicates the increased safety
etc. – the Company has now introduced a interest and improve the quality of training.
awareness in the organisation.

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Social inclusion contd.

Below are listed some of the types of training organised at our facilities to engage teams receive input from workers and While carrying out Hazard Assessments, all
employees and create a positive attitude towards Health and Safety: department-level safety committees on the activities in each section are selected.
the dangers of near-miss accidents for Hazard Assessments are conducted
⟩ Industry Specific Awareness ⟩ Chemical Handling relevant activities or jobs. The safety to identify the significant risks. Control
department finally reviews the HIRA measures are defined to mitigate all risks
⟩ General Safety – Construction Site ⟩ Electrical Safety
document before finalisation. The classified as significant. The HIRA process
⟩ HIRA; Aspect Training ⟩ Fire Prevention and Protection assessment is conducted according to is a dynamic document reviewed every
the Health and Safety Programmes HIRA. year and if there is a change in process,
⟩ Behavioural Safety ⟩ General Safety Awareness
The main element of HIRA is to identify all layout, materials, or an accident or incident
⟩ Legal Compliance Training materials, agents, conditions or activities during that particular activity.
that can cause injury, illness or damage to
the business and its property. Once hazards and risks are identified
Hazard Identification and Risk provides the factual basis for activities is through the HIRA process, control
Assessment included in the Corporate Safety strategy One way of classifying risks and impacts measures are planned to mitigate the
to reduce losses from identified hazards in is to assign numerical scores to each significant Health and Safety hazards
Hero MotoCorp follows a structured
the workplace. of the three characteristics (Potential according to the hierarchy of controls:
mechanism for enhancing the safety
Consequences, Likelihood and Detection),
of its employees. Alongside regular ⟩ Eliminate the hazard
Each section maintains a document and then combine these to generate an
intensive training and awareness, another
called ‘HIRA’, where all the risks within that overall risk priority number. This enables ⟩ Substitute materials, agents, conditions
critical element of the Company’s OHS
section are captured and assessed. management to rank its risks and impacts or activities with the potential to cause
programme is identifying, assessing,
in terms of significance. Guidance on harm, wherever feasible
eliminating, and/or controlling hazards in
A hazard is defined as a source, situation how to apply this methodology to health
the workplace. Risk assessment involves ⟩ Use all feasible engineering measures to
or act with a potential for harm in terms of and safety risks and impacts is given
evaluating the risks arising from a threat, control the risks where the potential for
human injury, ill health or a combination in the SOP defined for this subject.
considering the adequacy of any existing harm cannot be eliminated or substituted
of these. Appropriate measures are in A prioritisation matrix is also used to
controls and deciding whether or not the
place to ensure that significant health and classify each risk based on its risk priority ⟩ Establish administrative and other control
risks are acceptable.
safety hazards are identified and assessed number. A matrix that classifies risks measures to minimise any remaining risk
correctly. as Red, Amber or Green is developed in
HIRA defines and describes hazards by ⟩ Personal Protective Equipment (PPE)
each section. The classification system
characterising their probability, frequency – the last priority in the hierarchy of
Each section has its competent team within the matrix is reviewed regularly
and severity, and then evaluating adverse controls
of trained personnel on HIRA. Section- to ensure that it continues to function
consequences, including potential losses
wise hazards are identified and assessed as a prioritisation tool as actions are
and injuries. A risk assessment that
by these teams. The HIRA exercise implemented and help ensure that health
and safety risks are reduced.

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Social inclusion contd.

Specific measures taken to control the handled according to plan, dust mask/ where vehicle and pedestrian movement host of new risks and scenarios that the
above hazards and risks are given below: respirator enforcement is in place. intersect with each other. manufacturers and suppliers are facing.
⟩ Machinery hazards – All moving parts of ⟩ Noise exposure – All areas with high ⟩ Hazards associated with manual While our R&D facility is working on the
machines are provided with an adequate noise levels have been identified under handling and repetitive motion – product safety and reliability, we conducted
guard. Wherever guards are not possible, PPE risk assessment. These areas are Activities presenting such risks are a systematic Hazard Identification and
interlocking mechanisms ensure that indicated with visual displays highlighting identified, and ergonomic assessments Risk Assessment (HIRA) for our EV
moving parts are inaccessible during the compulsory use of earplugs/ are carried out. Solutions are being manufacturing process for each stage of
operation by providing safety curtains, earmuffs. In addition, noise containment identified and implemented using various storage, Handling, manufacturing and EOL
interlocks, sensors, etc. The guards solutions have been provided where engineering controls (e.g. Poka-yoke) to testing. Based on the risk assessment
provided on the machines can only be appropriate – acoustic enclosure, control these hazards. suitable control were defined for each
opened with special tools. vibration-damping foundation, etc. stage against the identified risk.
⟩ Chemical hazards – An SOP/work
⟩ Behavioural risks – The checklist ⟩ Electrical hazards – Steps have been instruction has been developed to control The HIRA exercise helped us mapping the
includes all the identified risks pertaining taken to provide proper grounding and chemical hazards, and people handling process safety measure like:
to behaviour/practices/acts. Audits maintenance through the preventive chemicals are identified and trained. All
⟩ Safety engineering controls on the
are carried out daily to capture unsafe maintenance schedule, proper and chemicals are classified for the level of
machines, equipment & workstation,
behaviour/practices/acts, and appropriate standard insulation, visual displays to control, and appropriate measures have
measures are taken to stop work and communicate danger and precautions to been taken to control the risks while ⟩ Planning for safe cell storage & handling
rectify the risk immediately. According reduce the risk of hazards from electrical handling chemicals. PPE is provided per controls,
to the practice, appropriate disciplinary equipment. the PPE matrix developed in each section.
⟩ Designing the Fire prevention & protection
actions are also taken against those
⟩ Transport-related hazards – Various ⟩ Fire hazards – Various fire protection systems,
who violate the norms regularly, in order
initiatives have been taken in the plant to systems are available in the plant, which
to discourage such behaviours. The ⟩ Selection of suitable Personal protective
control these hazards, such as deploying involve fire alarms and detection systems,
workforce shall report any hazardous equipment
a Road Safety Marshal, a quarterly Traffic manual call points, a fire pump house
situation on machines or equipment and
Safety Audit, a trained person for operating operated by trained firemen around the ⟩ Planning safety awareness, training & skill
shall not commence work unless the
material handling equipment, regular clock and firefighters in each section. enhancement for manufacturing team
dangerous condition is rectified.
audits and inspections, etc. Transport
⟩ Exposure to dust – All the points of hazards are identified, and proper control Hazard Identification Risk Assessment
exposure to dust during operations are measures have been taken, including (HIRA) EV manufacturing process:
identified, and solutions are provided providing pedestrian routes, prohibition of
We are in advanced stages of installation
to either eliminate or contain the dust vehicle movement during shift changes,
and commissioning of our electrical vehicle
generated during the process. These checking the condition of vehicles entering
manufacturing facility in our Andhra Plant.
steps are taken in a phase-wise manner. based on a pre-determined checklist,
Growth of electric vehicles comes with a
For those areas where actions are not yet and providing permanent barricading

77 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Social inclusion contd.

Human Rights

The Company respects the rights of our ⟩ Ensure the right to freedom of a policy for POSH, under the provisions This process would identify actual and
community members, our value chain, our association and collective bargaining of the Prevention of Sexual Harassment potential adverse human rights impacts
employees and others who may be affected Act 2013, as well as a Transgender Equal on employees and the value chain. It
⟩ Compliance with all applicable labour
by our operations. We conduct our business Opportunity Policy to ensure that there is would certainly involve reviewing country
regulations
in a socially responsible manner, respecting no discrimination of any form based on and sector human rights risks, self-
the law and universal human rights to Hero MotoCorp advocates and encourages sex, sexual orientation, gender identity or assessments and in-person workshops
benefit the communities where we work. the highest standards of human ethics gender expression. with the local management and human
and etiquette and respects the dignity of resources personnel in charge of the
⟩ Recognise the importance of maintaining everyone associated with us. We are working towards developing Company and value chain. Action plans
and promoting fundamental human due diligence and a review process to for identified improvement areas would
rights in all our operations and promote Our Company’s human rights approach proactively identify and assess potential be created following each human rights
awareness extends to those we partner with, such as impacts and risks relating to human rights review, with clear ownership and anchoring
suppliers and contractors. Human rights in our operations, value chain, mergers, within the Company. We strive to align our
⟩ Respect employees’ right to freedom of
issues are also a part of our Sustainable joint ventures and acquisitions. human rights methodology review with the
speech and provide fair and equitable
Procurement Guidelines. In addition, UN Guiding Principles.
wages, benefits and safe working
through various awareness sessions and
conditions of employment
training, employees and stakeholders
⟩ Respect each individual’s fundamental
human rights and not allow any modern
are sensitised on the subject, which
helps promote adherence to human
Parental Leaves Data
slavery or child labour rights issues. We plan to conduct human Parental Leaves indicators Male Female
rights risk assessments within our
⟩ Continually improve human rights Total number of employees that were entitled to parental 5,201 427
ecosystem in phases in a couple of years.
performance by sharing good practices leave
In order to create a workplace that is fair,
and learnings, monitoring, reporting and Total number of employees that took parental leave 304 27
transparent and safe, we have in place
disclosing performance Total number of employees that returned to work in the 304 27
reporting period after parental leave ended
Total number of employees that returned to work after 287 23
parental leave ended that were still employed 12 months
after their return to work

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Social inclusion contd.

Diversity and Inclusion

Despite unique challenges over recent Therefore, we are committed to creating a organisation. While the focus has remained
As a future-ready enterprise, years, Hero MotoCorp has made pivotal truly inclusive organisation with a culture on increasing diversity representation, our
D&I are critical elements of progress in increasing diversity and that values, respects and encourages vision was also crafted to ensure inclusion
strengthening our culture of inclusion. We diversity. so that efforts could be sustained for the
Hero MotoCorp’s recruitment take a holistic view of diversity that looks long term, becoming the standard culture in
and retention strategy. beyond standard measurements. Engaging In order to manage our diversity focus, Hero MotoCorp rather than the flavour of the
different perspectives and widespread we have adopted an integrated approach, year. Hence, we have concentrated various
sharing of insights have helped make us the wherein we target recruitment initiatives, efforts simultaneously on building a strong

32
organisation we are today. education and training, career development supportive culture. The actions taken under
and mentoring programmes to increase and the three pillars of D&I are as follows:
retain workforce heterogeneity within the

Expats

98
LEADERSHIP & ADVISORY CULTURE & MINDSET RECRUITMENT & SELECTION
SUPPORT
• Gender Sensitisation –to • Expanding reach of Diverse
• Maternity/Paternity Benefits bring the mindset shift talent pool through various
Specially-abled interventions to ensure
• Women in Leadership • Sign Language Workshop¬
adequate supply of diversity
Programme

2,079
• Gamification/online quizzes
• Incentivising vendor partners
• Day Care Policy
• D&I Talk Series for diversity hiring
• Special Travel policy
• Unconscious Bias Training • Refreshing of interview
Women • Restricted Holidays
• UN WEPs Association
processes to make it more
inclusive
• Equal Employment
• Equal Employment

7
• Deployment of Specially
Opportunity Policy
Abled people across
locations and roles

Nationalities

79 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Social inclusion contd.

We have accelerated our efforts to onboard under the performance evaluation and Workforce FY 2021–22
a diverse team of people who are reflective feedback process. We are committed to
Total number of permanent employees 9,173
of the society in which the Company exists cultivating a diverse workforce of highly
and functions. We understand that diversity talented individuals dedicated to integrity Total number of temporary/contractual/ 19,782
incorporates both visible and invisible and high-quality work. We also aim to casual employees
perspectives of individuals. We are making offer equal opportunities to people of all
concerted efforts to boost diversity at the working ages. The category- and gender- Number of permanent women employees 427
organisational level. wise details of the workforce Employee associations recognised by
for FY 2021–22 are presented in the ⟩ Hero MotoCorp Workers Union, Gurgaon
management
Hero MotoCorp also places significant table below. Plant
importance on inclusion in the workplace, ⟩ Hero MotoCorp Workers Union,
ensuring that individuals are treated During the reporting period, Hero Dharuhera Plant
fairly and respectfully. This facilitates our MotoCorp recruited 774 (management)
provision of equal access to opportunities employees across the management Percentage of permanent employees who 100% of confirmed workers are part of the
and resources for those individuals ready and permanent worker categories. The are members of this recognised employee association
to adapt to change and contribute to their breakdown across age groups and association
own development and the organisation’s genders is shown in the table below.
success.

Diversity, Equity & Inclusion Vision:

To make Hero MotoCorp a truly inclusive
organisation with a culture that values,
respects and encourages diversity.

Our Company’s consistent focus and all-

inclusive traction across the three pillars of
D&I saw the overall number of women in
our workforce rise to more than 2,000, an
important milestone.

Our Workforce
As of March 31, 2022, nearly 9.3% of
our permanent staff workforce was
female, and 90.7% was male; 100% of
our permanent employees are covered

80 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Social inclusion contd.

The percentage of women in all People with disabilities constituted 0.97% of Workforce Employee Hire Employee Turnover
management positions, including junior, the workforce.
middle and top management (% of total Male Management 704 492
management positions) was 9.2%. The percentage of women in management Permanent Workers 228 87
positions in revenue-generating functions
Female Management 127 105
The percentage of women in junior was 7.1%.
management positions (% of total junior Permanent Workers 1 0
management positions) was 10.9%. The percentage of women in Science, <30 years Management 563 242
Technology, Engineering and Mathematics
The percentage of women in top (STEM)-related positions was 8.4%. Permanent Workers 89 0
management positions, i.e. maximum of 30-50 years Management 262 301
two levels away from the CEO (% of total top Ratio of average CTC of male &
Permanent Workers 139 7
management positions), was 14.3%. female employees at entry level grade
(Management Trainees & Graduate Engineer >50 years Management 6 55
Trainees) is 1. Permanent Workers 1 79

The Company encourages internal talent development through a structured mechanism of

Share in the total workforce (% of the entire workforce) internal job postings based on specific evaluation criteria around competency, meritocracy
and profile suitability.

Employee Hire Rate Employee Turnover Rate

Colombian

0.11
British

0.05
Italian

0.03
Japanese

0.02 11.56% 7%
Females Hire Rate Females Turnover Rate

Nepalese Spanish French 12% 1.15%

0.05 0.04 0.01
The percentage of open positions filled by internal candidates (internal hires) was 2.86%.

81 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Social inclusion contd.

Diversity of the workforce is an asset – diverse workforce. A slew of initiatives

bringing fresh perspectives, ideas and was undertaken – POSH and Gender
experiences in a welcoming environment Sensitisation, Nutrition for Working
that contributes to the Company’s values Women, Acceptable Behaviour and
and vision. Hero MotoCorp is committed to Inclusion at the Workplace, and awareness
promoting D&I within the organisation. sessions around breast cancer and
polycystic ovarian syndrome/polycystic
For Hero MotoCorp, diversity means a ovarian disease (PCOS/PCOD).
workforce reflective of different cultures,
gender, generations, ethnic groups, Project Tejaswini
nationalities, abilities, social backgrounds (Women on the Shop Floor)
and all other unique differences that make
As an organisation with a strong history of
us individuals.
market-leading performance and a heavy
manufacturing footprint, the agenda of
D&I is more than policies, programmes or
D&I was not initially identified as a priority
headcounts. Equitable employers outpace
at Hero MotoCorp. However, in recent
their competitors by respecting their team
years, keeping the vision and the identified
members’ unique needs, perspectives
roadmap for the Company’s global brand
and potential. As a result, diverse and
dominance in mind, leadership has
inclusive workplaces earn deeper trust and
accorded the highest priority to creating an
commitment from their employees.
organisation with a diverse and inclusive
workforce that represents a microcosm of
Many D&I initiatives took place
the society we live in.
throughout the reporting year to
Hero MotoCorp’s D&I journey started with ‘Changing Mindsets’ and take a holistic
support our Company’s aim of having a
setting up the D&I Agenda itself, which approach to aligning the workplace with
included the goal of introducing ‘Women on its Vision for 2020. For Hero MotoCorp,
the Shop Floor’ through Project Tejaswini. this was a bold step towards bridging
“Inclusion means the gender parity gap and becoming an
‘not just we’re Project Tejaswini was first proposed in ‘Employer of Choice’ and a ‘Great Place to
present here, but 2015, and it was launched in FY 2016–17, Work’!
our contributions when Hero MotoCorp introduced women
are valued’.” on the shop floor for the first time in its As of March 2022, we had over 1,500
32-year history. female employees on the shop floor across
Sayali Mulatkar our locations, ably working alongside their
Core Sustainability The philosophy behind Project Tejaswini male counterparts and delivering in all
Team was to build upon gender parity, work on operational functions.

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Social inclusion contd.

DHARUHERA PLANT D&I at the Gurgaon plant is being driven sessions for staff and team members the FY 2021–22. At GPC, we have started
collaboratively at all levels. We develop with 95% coverage, online consultations deploying a female workforce on B
Integrating the Company’s D&I vision
and maintain best practices, policies and with female doctors (during COVID-19), shifts and maintained a ratio of 15%.
and the Chairman’s aspirational Goal in
infrastructure, creating an ecosystem and the Company’s first-ever Socialisation Various engagement and development
2019, we undertook a journey to create
that supports and encourages inclusion. Workshop for Persons with Disabilities. initiatives were conducted throughout the
a sustainable ecosystem for Gender
There have been focused efforts towards Recently, we have also set up a women’s year, such as health awareness sessions,
Inclusivity in the highly patriarchal
creating progressive cultures and committee to empower female employees personality development and mindfulness
environment. Previously, we had added to
attitudes through initiatives like creating and give them a platform to discuss sessions, Zumba, marathon and team-
the number of washrooms, rest areas and
Diversity Champions across the plant, various concerns. The Haridwar plant was building activities. To further strengthen
crèche facilities to address infrastructure
a Special Helpdesk, inducting women also the Copmany’s first location to recruit D&I, we have hired people with disabilities
gaps, and in FY 2021–22, we addressed
line managers, introducing a grievance a female security associate. in blue-collar roles under the project
the cultural aspects of the gender-inclusive
redressal mechanism and improving ‘Hiring of Specially Abled Manpower’ .
ecosystem with the following initiatives:
communication channels. Development NEEMRANA PLANT and GPC We have also started the Company’s first
and engagement programmes included wave of women night duty officers.
⟩ Mobility independence for women The Neemrana plant and GPC saw
a special recruitment drive for the female
through two-wheeler driving classes growth in the female workforce during
workforce, FemiQuizzitive – a quiz
⟩ Financial employment through financial exclusively for women, knowledge sharing,
management sessions inclusion talks, and health and spiritual
programmes.
⟩ Sessions on Women’s Health and
Hygiene for physical health
We encourage the mandatory participation
⟩ Several leadership talks with the female of women in each cross-functional team of
workforce to boost confidence and the Gurgaon plant. We have also launched
morale, in small groups for a better a Quality Circle comprising all employees
exchange of views and expectations with disabilities, to promote diversity in all
areas.
GURGAON PLANT
The Gurgaon plant doubled the female HARIDWAR PLANT
workforce on the shop floor and in other
Haridwar Plant has taken several initiatives
areas. At the plant, women have been
to progress further in the journey of
recruited as both Apprentices and ASDC
D&I. Measures to be highlighted include
Students, bringing benefits not only to the
periodic Female Workforce Interactions
organisation but to society at large.
with plant heads, ensuring POSH refresher

83 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Social inclusion contd.

HALOL PLANT disabilities. They were also assigned

mentors to ensure smooth onboarding,
The Halol plant has taken steps to
along with provision of wheelchair
strengthen its D&I initiative. As a relatively
assistance as and when required.
new plant, Halol has introduced various
measures to increase the diversity index at CHITTOOR PLANT (HM6C)
the site.
Our new manufacturing facility in Chittoor,
Southern Indian State (Andhra Pradesh)
⟩ Female team members of the Halol plant
is an exemplar at Hero MotoCorp when it
have broken all social stigma barriers
comes to gender diversity. As proof, in FY
by working on B shifts. This has been
2021–22, we have increased our diversity
made possible by obtaining permission
to 36% from 28% in FY 2020–21. We have
to employ women on the B and C shifts
also initiated listening platforms, such as:
from the Government of Gujarat. The
plant is proud to engage the Company’s
⟩ VEDIKA – Bimonthly meetings for
highest number of females working the
sharing suggestions/feedback/advice
second shift.
around shop floor activities/issues
⟩ A free door-to-door transportation facility between team members and respective
has been arranged for females working section/department management.
Socialisation Programmes for disabilities. A total of three sessions were
on the B shift, with an adequate number
⟩ Women at HM6C (WAH) – A monthly Employees with Disabilities at Hero conducted, targeting plant management,
of female security guards to ensure their
programme/meeting for engagement and MotoCorp middle management and supervisory staff.
safety.
fun activities with learning interventions
As an organisation, Hero MotoCorp has
⟩ In addition to ITI, we have introduced a for the female staff of HM6C. Key Themes of the Workshops:
always been cognisant of building a strong
10+2 FTE Model for local females having
⟩ Women Overall Well-being (WOW) – supportive culture for employees with 1. Overview of Disabilities and Breaking
10+2 base qualifications and eagerness
Aims to support women’s well-being in disabilities. We include them in several Stereotypes/Myths
to explore a career in manufacturing.
the workplace and beyond. motivational training programmes to
2. Inclusion in the Workforce
⟩ In order to increase the female talent pool, ensure adequate focus on their personal
⟩ ‘SPANDAN’ – Exclusively created for
we have gradually increased focused development. As an extended mechanism 3. Key Measures for Cultural Aspects for
engagement of the contingent workforce.
recruitment drives for females. of enabling the ecosystem, we have People with Disabilities
The programme is strategically developed
conducted sign language workshops for
⟩ During this reporting year, HM5V hired to understand the needs of the workforce 4. Key Infrastructure/Accessibility
certain teams in corporate where we have
10 people with disabilities onto the at the workplace as well as at the hostels. Points
hired interns with disabilities, in order to
workforce.
To enhance diversity beyond gender, overcome communication barriers and 5. Disability Etiquette – Supervision
⟩ Sensitisation and Socialisation we have also deployed 13 employees enhance inclusiveness. We also recently
6. Indian Sign Language Overview
workshops were organised at the plant with disabilities across various roles and conducted a workshop for building
to create a comfort zone for people with functions. awareness and sensitisation around

84 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Social inclusion contd.

International Women’s Day 2022 benefit. Participants also underwent launched an internal WEPs awareness work. The central themes of the series
group coaching during the programme to campaign to sensitise our employees included How Diversity Has Evolved in Hero
Hero MotoCorp is committed to building an
strengthen the reflective learning process, about the existing practices and policies MotoCorp and Diversity Then and Now.
Equitable Workplace rooted in Inclusivity and
with the goal of enhancing their self- that abide by the fundamental seven
Belongingness. For International Women’s
awareness. The programme involved three principles of UN Women’s Empowerment. Exclusive Webinars for Female
Day 2022, we demonstrated the courage to
hours of weekly virtual classes from June This campaign is intended to enhance our Employees:
challenge biases, our commitment to being
2021 onwards . The assessments were employee value proposition (EVP) as a truly
a change agent and a catalyst to Break the 1. Ergonomics
based on participation in activities and inclusive entity, both internally and across
Bias, and celebrated an equal world not
quizzes, and evaluation by the faculty on digital platforms globally. 2. Importance of Oral Health
limited by prejudices, biases and stereotypes.
the assignments given during each module.
3. PCOS and its Implications
The convocation ceremony was conducted D&I – Experience (XP) Series –
We planned activities and events across
at BML Munjal University (BMU). Continuing the trajectory of our Diversity, 4. Safety in Relationships
locations throughout the week to celebrate
Equity and Inclusion agenda, we initiated
International Women’s Day 2022 and foster
H.E.R.O. Mentorship Programme a series of short videos to develop a Unconscious Bias Training: Biases and
inclusion beyond diversity. We saw a lot of
strong communication approach from our stereotypes are barriers to fostering
enthusiasm and active participation from During this reporting year, we also
Leadership Team. This was showcased diversity in the workplace. In order to
all our employees, taking steps towards launched our Honesty, Empathy, Respect,
under the Storyline of D&I – XP. Each challenge these biases with an aim to
challenging and breaking the biases. Open-Mindedness (H.E.R.O.) Mentorship
message from the senior leadership team evolve perspectives and change mindsets,
Programme, which aims to develop
acted as profound encouragement and we recently initiated Unconscious Bias
Women in Leadership female team members across roles and
a source of empowerment to individual training for our employees under the
functions through an intensive nine-month-
Women’s Day at Hero MotoCorp marked managers to interpret and implement the second pillar of D&I, Culture and Mindset.
long development programme. In this
the successful completion of Batch 5 of the diversity agenda within their day-to-day
programme, senior leaders share their
Women in Leadership (WIL) Programme,
experiences and expertise and network
with a total of 17 female executives.
with their mentees to help them achieve
The WIL programme was launched in
their career potential.
association with BMU to build a leadership
pipeline for women executives. This
Additional Initiatives
nine-month-long programme has been
specially designed to help women in ECONOMIC TIMES ‘BEST
middle and junior management levels to WORKPLACES FOR WOMEN 2021’
realise their leadership potential and make AWARD
significant contributions to their personal
UN Women’s Empowerment Principles
development and the organisation.
(WEPs) Seven Principle Awareness
Campaign: In line with our commitment
Each participant was part of one
to promote gender equality and female
organisation-level action learning project,
empowerment in the workplace, we
which they proposed for the organisational

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Social inclusion contd.

Talent Management

At Hero MotoCorp, we The changes and transformations that 2) Improving the Candidate various themes – CSR, D&I, Campus
believe in nurturing a high- occurred due to the pandemic during Experience Engagements, etc. – to disseminate the
this reporting year have left an indelible culture and values of our Company. We also
The recruitment and selection process is
performance, enabling work mark on established processes, altering
an opportunity to present our organisation
ensure to gather timely candidate feedback
conventional wisdom. Some of Hero during the pre-joining and joining stages,
ecosystem where open MotoCorp’s notable highlights in the
as a preferred employer to the best talent
as well as once employees are in post, to
available in the industry. We take pride in
dialogue is encouraged, recruitment sphere are highlighted below:
offering:
further enhance the process. To enrich
the overall new hire experience, we have
allowing employees to realise 1) Winning the Diversity Talent War introduced a welcome letter sent from the
Superlative Selection Process
their full potential. We aim to In our endeavour to infuse gender equality Experience– All our candidates are offered
desk of the CHRO along with a gift voucher
to celebrate each employee’s new career
recruit the best talent from and aim to create a more sustainable a cash-less travel experience during the
beginning at Hero MotoCorp.
talent pipeline, we always strive to align our selection process, where all interview-
across the globe and various diversity and recruitment strategies. We related expenses for a candidate are pre-
Employer Branding Activities– In line with
strata of society, industries are making progress towards our goals to booked and provided by the organisation in
our talent acquisition strategy, we have
continue expanding pathways for under- advance.
and renowned educational represented talent. This is important since
successfully organised our annual student
engagement event, Hero Campus Challenge
institutions, thereby infusing diversity efforts operating in a silo will not Hassle-free Onboarding– We offer a warm
Season 7, globally. Season 7 has received
achieve the desired goal. In order to meet welcome to all our new hires for a hassle-
the richness of intellect and the dual demands of an increasingly diverse free onboarding experience. Reasonable
a spectacular response, with over 53,000
student registrations from more than 1,800
experiential learning across talent pool and the rapidly changing work care is taken to provide complete clarity
campuses globally on the theme ‘The Future
landscape, we conducted diversity interview on relocation and travel expenses to all
our ecosystem. drives across various campuses. Our focus newcomers for their dependents/family
is Here’.
on hiring diverse candidates achieved the members.
Moreover, for the second year in a row, Hero
desired results and more, resulting in 39%
MotoCorp became the partner sponsor
overall diversity in FY 2021–22 and the Candidate and New Hire Engagement
of BAJA SAEINDIA 2022 – a platform for
successful onboarding of four people with Activities– One of the essential mantras
students to interact with R&D experts and
disabilities in staffing roles. In addition, we behind building a successful talent
leaders during the screening rounds.
have launched a pilot to deploy employees management strategy is to develop a brand
with disabilities across plant locations image that appeals to a broader pool of
With the digital landscape assuming
in various roles, and to date, more than talented job seekers. For our employer
greater significance, we conducted various
20 people with disabilities have been branding initiatives, we have designed a
Leadership Talks, Pre-Placement Talks, etc.
onboarded. year-round calendar of activities covering

86 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Social inclusion contd.

across campuses to support students to After-sales as well as in the Supply

be industry-ready. Recently, Hero MotoCorp Chain within the scope of this tool.
Sales and After-sales (SAS) Ignite Hero Innovation League (HIL)
EMT Members have interacted with ISB SAS Ignite aims to rekindle our sales Innovation is at the core of Hero MotoCorp.
⟩ As Hero MotoCorp’s focus is on EV, our
students virtually in an E-Trek Study and transformation agenda by placing the right With the inception of the HIL, a structured
hiring activities have been extended
shared industry insights and experiences. skills in suitable markets. package was made available to the
to diverse skillsets across different
Their talks were followed by Q&A sessions, Company’s Innovators. All participants,
landscapes, hiring from progressive
where students had an opportunity to learn In the past year, we have identified the mentors, committee members and
companies and start-ups to attract the
more about the topics personally. critical competencies – both functional core team members displayed total
best-in-class talent. We aim to build
and behavioural – required for success commitment and inspired each other
an agile and high-performing start-
Finally, we allow our employees to express in each role. We have also gone deeper through the passion they displayed to
up ecosystem for Vida that supports
their true thoughts and feelings about their to map the proficiency levels required innovate and achieve excellence.
the future of mobility and acts as the
journey with the Company, whether as a new for different markets. Over the past few
driving force for Hero MotoCorp’s
hire or via lateral/campus experience, and we months, employees have gone through Team HIL received 223 Ideas, which
sustainability goals.
receive consistent Glassdoor ratings of 4+. a journey of targeted development underwent screening from relevant
interventions for areas of focus identified department heads and the Technical
3) New Initiatives/Activities Training Programmes for Employees through assessment centres. We took Committee.
a gamified approach to development to
⟩ In order to enhance the selection process, A breakdown of training hours for our
keep learning interesting, with a mix of The Technical Committee screened 94
we have introduced Behavioural Event permanent employees is shown in the
self-paced e-learning, masterclasses, ideas to select the Top 10 teams, who then
Interview Techniques to assess how the table below:
virtual classroom sessions and start- had the chance to present their ideas to the
best-fit candidate is structured and to
up immersion of over 90 hours for each Steering Committee.
identify certain behavioural aspects. The Category Average Total employee. Our senior leadership team
aim is to equip all hiring managers to Training Training also went through coaching sessions led The Steering Committee evaluated the
find suitable talent for each role they are hours per hours by experienced coaches to guide them on Top 10 ideas to select the Top 5 winners.
recruiting and to gain insight into how an employee their learning and development journey. Project Mentors were assigned to the
individual performs their work and the
Male 36.3 9,01,389.4 winners to help convert their conceptual
underlying reasons for their approach.
Yes Heroes Can projects into reality.
⟩ To advance our recruitment strategy, we Female 37.2 75,310.0
Through ‘Yes Heroes Can’, we conducted
have developed an algorithm-based tool Permanent 39.3 3,42,142.4 Employee Engagement
various initiatives under the umbrella
called ‘Hiring Assistant’ to help ensure we
of health and well-being, employee FY 2021–22 was memorable for us and

37.6
are hiring the ideal best-fit candidates for
engagement and employee capability was all about celebrating togetherness and
the organisation. The tool provides insights
development, supported through virtual a spirit of oneness with the Company and
on a prospective employee’s performance
mediums. Employees across all locations its immediate and extended family.
and tenure duration based on historical
completed several thousand internal and
trends, leading to a best-fit hire. Currently, Average training hours external courses through the Hero Virtual
we are covering some within Sales and
per employee Learning Centre (HVLC) platform.

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Social inclusion contd.

Celebrating 10 Years of Acceleration ⟩ Celebrate Key Milestones Over the ― What is your HQ?: Hero Quiz was is a clear opportunity to engage and align
Past 10 Years – A Virtual Town Hall with
Our Brand Hero launch was held on started on August 2, 2021, with an everyone.
Pawan Ji including ‘Future of Mobility’:
August 9, 2011, with Pawan Ji unveiling the eight-round run. Around 7,000 answers
What lies ahead for us – a forward look to
new branding in the O2 Arena in London. were received across the rounds. The 16 The key objective of the activity was
the next 10 years.
This memorable event took place in front fastest winners were rewarded. Bringing Alive Our Values by engaging and
of many stakeholders’ wiz dealers, global ⟩ Gratitude – An initiative to thank informing our employees as we shape our
― Gen Z Speaks: An event on the Future
distributors, the Company’s leadership present and past customers, partners culture and give it a visual depiction. We
of Mobility was delivered on
team and a number of employees. Along and employees for being part of the aimed to revive and align the Company’s
August 3, 2021, with around 100 families
with them, the extended Hero family of Company’s success story since 2011. values to bring back the spark in our
participating. A beautiful collection
the Company’s brand ambassadors and journey towards success.
⟩ Engagement/Care/Joy of Giving Back of children’s ideas for future Hero
celebrities joined the occasion, including
– An appreciation of the efforts of the MotoCorp bikes was shared with the
A. R. Rahman, Shah Rukh Khan, Anushka A bottom-up approach was taken, with
Company’s COVID-19 Heroes employees entire organisation on August 10, 2021.
Sharma, Boris Becker, Irfan Pathan, Ranbir decisions about the colours of the
and impacted families, contributing
Kapoor, Akon and David Coulthard. ― Actions taken to provide care for Hero Values starting from the bottom
towards charities (e.g. UNICEF) and
senior parents of COVID-19-affected of the hierarchy rather than the top.
sustainability-focused causes. This was
In 2022, a global engagement was employees. Around 22,000 Heroes across the globe
achieved through a number of initiatives:
planned for the tenth anniversary of Hero participated in deciding the colours of the
Bringing Alive Our Values
MotoCorp’s brand launch. The idea behind ― Joy of Giving: Employees care for Hero Values from a pallet of 12 options.
the plan was not only to celebrate 10 years the underprivileged. The donation FY 2021–22 closed with a massive global
of being solo and a decade since the birth drive started on August 1, 2021. employee engagement event called Excellerator Club Programme
of ‘Hero’, but to reignite the 100 million Donations were made to five different Bringing Alive Our Values.
The Excellerator Club was created five
celebrations and excite the entire Hero NGOs working to support child
years ago to recognise and engage
ecosystem. education, senior care, AIDS patients, Our values are our ‘beacons of light’,
the highest-rated employees of our
animal welfare and the environment, showing us the best path for our actions
organisation. The club offers differentiated
A multidimensional engagement respectively. and how to achieve success:
and exclusive engagement to the
programme was initiated for the entire
― Regenesis: Conquering the World – employees rated as EXCELLENT in the
ecosystem, from marketing to supply chain Passion, Integrity, Respect, Courage and
My Hero Story was launched on previous year. In the reporting year, the
partners, India to global operations and Being Responsible.
August 2, 2021. This event was also club members were commended with
employees to families.
extended to supply chain partners. badges and certificates during the full-day
As we nurture our people to become more
A total of 70 stories were written, and experiential learning session, followed
⟩ Record Sales on the Tenth Anniversary aware of and positive about this path to
the winning story was shared with the
– A Sales and Marketing campaign run success, visual association with colours
entire organisation.
from August 1–9, 2021, in sync with the
F121 campaign launched on August 1.

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Social inclusion contd.

by interaction with the Leadership 336% (3.4x) increase in nominations We had two internal juries and two
Team. These club members will get for Heroes of Hero – Season 3. We external juries to decide the winners
multiple opportunities to connect with received approximately 538 entries from among the finalists. The
the Leadership Team and collaborate for across all categories (singing, dancing, finalists for Singing and Dancing
synergies. instrumental music, martial arts, performed live, while the outstanding
painting, poetry, sketching, academics pieces of art were displayed in the
Heroes of Hero: Hero Talent Show and sports). Painting and Sketching category.
With an aim of encouraging, recognising
After carefully evaluating of each entry
and nurturing talent among our employees
by an internal evaluation committee, a
and their children, we launched a Talent
number of employees’ and children’s
Show – Heroes of Hero in 2019. Since
entries were shortlisted for the Grand
then, we have seen great enthusiasm
Finale: Heroes of Hero – Season 3,
among employees and extended family
which was conducted virtually on
members. In FY 2021–22, we saw a
December 9, 2021, starting at 10 a.m.

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Social inclusion contd.

Equal Employment Opportunity Policy: HR digitalisation projects have been an performance reviews using a structured ii. Healthcare
Hero MotoCorp is proud to be an equal enabler in streamlining and automating PACE process and a meritocratic approach.
The Mediclaim facility for families is
employment opportunity employer. Hero most employee-related processes
covered under the family floater policy.
MotoCorp provides equal opportunity to and procedures, helping to improve In consultation and guidance with
The amount of coverage can be claimed
all members of its workforce irrespective communication and collaboration as well compliance partners, we ensure that our
under any existing claims: room and
of race, colour, sex, religion, sexual as providing actionable insights for further policies and processes are compliant with
board charges, nursing expenses, surgical
orientation, national origin, disability, monitoring and decision-making. Change the relevant laws and minimum wage
treatment, diagnostic materials and X-rays,
genetic information, pregnancy or any management and targeted communication requirements for all employees.
medicine, maternity expenses, etc. For
other protected characteristic outlined by have helped us bring significant
claiming hospitalisation charges, the
federal, state or local laws. improvement in employee experience Through the strategic use of the EVP, the
minimum hospitalisation period is 24 hours.
through these varied interventions, Company can attract, retain and engage
Employee-centric HR Policies, resulting in value proposition for both the best talent from diverse workforce
Special COVID-19 medical insurance
Practices and Procedures employees and the employer. profiles in terms of location, age, gender
– 4L additional coverage for COVID-19
and ethnicity.
On the journey towards becoming a global hospitalisation.
Over the years, Hero MotoCorp has been
employer of choice and a great place to
known for employee-friendly policies During the COVID-19 pandemic, we
work, we periodically review our policies Medical insurance for the next 10 years for
and has created a compelling total focused on providing stability, inclusivity
and procedures to ensure that they offer the surviving family member in case of the
rewards framework for all its current and and a safe working environment, including
meaningful benefits to our employees and unfortunate demise of an employee.
prospective employees. To retain and by introducing/revising guidelines around
fulfil any anticipated future needs that may
attract the best talent, the EVP has a flexible working hours, working from home,
arise due to changing business scenarios. An on-site medical centre is present for
good mix of elements from the viewpoints and our deputation and transfer policies.
easy accessibility for employees.
of compensation (lead the market and
In FY 2021–22, we strengthened our
pay for performance), employee well- We rewarded employees who showcased
focus on inclusivity, employee wellness, iii. Disability and Invalidity Coverage
being (fitness and insurance), employee their commitment, rigour and courage in
work–life balance and flexible benefits. We
benefits (flexible working) and employee relation to the continued operation of the Accident Benefits (subject to the terms,
introduced/revised related policies and
development (career development Company during lockdown. conditions, exclusions, stipulations and
programmes, including gender-neutral
programmes). definitions contained herein):
parental policies, COVID-19 care benefits,
Standard benefits for permanent
senior care benefits, the talent show, and
We regularly participate in benchmarking employees of the organisation include: If, during the insurance period, the insured
global mobility and sports participation
surveys and studies to remain abreast of person sustains a bodily injury because
policies. These strategic changes are
the latest changes and understand our i. Life Insurance of an accident due to external, violent
intended to cater to and address the
current standing with the market. Using or visible means anywhere in the world,
diverse expectations of Baby Boomers, Group life insurance covers natural as well
the latest data and tools, we perform and within 12 months of the accident, the
Gen X, Millennials and Gen Z, which drives as accidental death cases. The policy also
analyses and ensure the competitiveness injury solely and directly results in death
their value. These changes also augment covers suicide, provided the employee has
of our pay both externally and internally. or disablement of the nature specified
employee value propositions and the been covered for at least one year with
We maintain pay parity for the entire below, then the company will pay the
employer brand. HMCL. Coverage limits are different for
workforce irrespective of gender at all corresponding benefit indicated below
different grades.
levels and reward accordingly based on together with any additional benefits as
may be applicable:

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Social inclusion contd.

Temporary Total Disablement (TTD): Gratuity: marriage/employee’s education/child’s

Automating and streamlining repetitive HR
education/two-wheeler.
If any injury is the sole and direct cause of If service years are more than five years, processes – onboarding, data flow, online
TTD, then as long as the Insured person is then gratuity per act is paid based on every resignation, pay-out of joining bonus and
Capability Development Programmes,
disabled from engaging in any employment completed year of service. retention bonus, etc. – have reduced time
Car Lease Programme, Special
or occupation of any description whatsoever, spent on administrative chores, and there
HRA, Telephone/Mobile/Broadband
TTD weekly benefits compensation is as per Ten-Year Mediclaim Policy: is now more focus on strategic work. This
Reimbursement, Professional Membership
the sum insured up to a maximum of 104 has also resulted in improved employee
The medical benefits plan will be extended Reimbursement, Certification Fees
weeks or 65% of the gross salary. experiences.
to the individual employee and their spouse Reimbursement, Spouse Employment
on retirement. The Company will convert Policy, Children Employment Policy,
iv. Parental Leave: Increased focus on chatbots, artificial
the Group Medical Insurance Policy that Differentiated Recognition Programme
intelligence (AI), machine learning (ML)
A maternity leave of 210 calendar days is covers employees while in service to an for Celebrating Excellence (Achievers),
and robotic process automation (RPA)
granted to a birthing parent. Paternity leave individual medical insurance policy on their Paid CSR Leave, Special policy for female
will enhance the user experience, support,
of 15 flexi days is given to the secondary retirement. employees, Sports Policy, Wedding Gifts,
safety and security, and fulfilment of
caregiver parent. Employee Engagement: Talent Show Policy
organisational need.
Company Car: for employees and their children.
Relocation Costs:
Eligibility: Associate Manager and above We have also targeted consolidating to
HR Automation and Technology –
To assist employees in resettlement after provide a consistent interface and single
The company car will be transferred to Empowering Organisations With
retirement, the Company will provide source of truth. With one platform for all
the concerned employee on retirement Digitalisation
relocation costs of one month’s salary (basic HR and employee needs, employees can
for the sum equivalent to 50% of the
+ HRA + special allowance). This amount As the HR space is being rapidly easily engage and complete tasks without
car’s depreciated value as calculated in
shall be paid along with the final settlement revolutionised by automation, Hero switching between applications or getting
the Company Car Policy. This benefit is,
amount. The employee is not required to MotoCorp is exploring and implementing confused about functionality.
however, optional for the employee.
submit any invoices/quotes for this. new, effective and productive ways to meet
the evolving demands of doing business. This enables business agility, 24/7 global
Mobile Phone:
Encashment of Unutilised Leave: access, speed and accuracy.
The eligible employee will be allowed to We have initiated the journey of
Encashment of the balance of unused
retain the cell number (duly transferred building a stronger alignment between
Casual or Earned Leaves calculated on
to their name) as well as the phone on the Company’s strategy and people
a pro rata basis under the prevailing
retirement when the Company provides management through data which enables
permissible limits.
the phone. better decision-making. This is a crucial
transition from data supporting business to
Ex Gratia:
Others data driving our business.
The company will pay two months’ salary
Provision of different kinds of loans for
(basic, HRA and other monthly fixed
employees – child’s marriage/sister’s
allowances) as an ex gratia payment along
marriage /contingency/housing/employee’s
with the final settlement.

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Skill Development Master and Meister Operators. In order were identified and covered during this WIL is a flagship programme launched
to increase the effectiveness of the reporting year. The managers also worked in association with BMU to build the
At Hero MotoCorp, our employees are
Education and Training (E&T) pillar, on projects to implement the knowledge leadership pipeline of female executives
the cornerstone of our success, and
we have developed the TPM Training gained from the programme. in the organisation. This nine-month-
we consistently invest in enhancing
School in Gurukul and General Inspection long programme has been specially
their capabilities. We provide multiple
opportunities for employees to grow
Training Gyms in the plant, which Women in Leadership (WIL) designed for women in the middle and
allow us to quickly train the contingent junior levels of management and is
through our regular and customised Continuing our journey to create a
workforce to become job-ready. We have tailored to foster learning among female
development programmes. We ensure leadership pipeline, we successfully
also standardised the Internal Trainer leaders. It is designed to keep in mind the
that all employees are up to date with completed the fifth batch of the WIL
system to impart training through the unique challenges women face in their
the latest skills required to thrive in the programme with 15 budding female
standardised content available to develop professional lives and on their path to
industry today. leaders. This year, we had a hybrid session,
self-managed team members. leadership.
with the modules taking place both virtually
To ensure our employees are future- and physically.
As part of our commitment to excellence,
ready, we train them on Industry 4.0,
we ensure that learning is implemented
BS-VI and EVs. We also develop subject
in the workplace, and we are realising
matter experts who can maintain the
a return on our investment. We have
existing processes and implement
embedded Action-Linked Learning
new, forward-thinking systems and
projects for our aspirational and
procedures. In this reporting year, we
exclusive programmes. In addition,
developed around 15 experts on Kaizen
we are continuously strengthening the
skills. We also developed high-skilled
capabilities of our employees through
cell level ‘Meister Operators’ who can
training programmes, on-the-job learning
understand the relationship between
and special projects to bridge identified
machinery and quality and foresee and
gaps and ensure future-ready talent.
detect potential problems. The Master
Operators showcase their improvements
by presenting them on internal and
NexGen Leaders
external platforms. The reward and Under our tiered leadership umbrella,
recognition system motivates them to we have created the NexGen Leaders
innovate. Alongside this, we are also programme for our budding leaders who
developing a ‘future-ready maintenance have recently taken on their first role
crew’ to help us adapt to global managing a team. NexGen is a 60-day
technological changes. leadership journey created to equip
first-time managers with the necessary
Training has been carried out to educate competencies to transition from individual
operators to make them Equipment- contributor roles to managing others’
Competent, Process-Competent, positions. Around 75 young managers

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Social inclusion contd.
The programme aims to enhance learning process and enhance their self- The programme is powered by high-quality Hero MotoCorp’s employees through
participants’ self-awareness through awareness. The programme involved career guidance partners who help us Skillsoft (Percipio) for behavioural
learning about their leadership impact weekly virtual classes. The assessments develop and hone the right skills. The and technical training. To ensure our
on others, enhancing their ability to were based on participation in activities entire programme is distributed across employees continuously upgrade their
express themselves by understanding and quizzes, and evaluation by the faculty eight modules and classes on alternate skills, we launched our fourth learning
and embodying deep and active listening, on the assignments given during each weekends. There are multiple assessments initiative, called ‘#LearnWithLeaders’. Our
resolving conflicts and relating better with module. embedded in the process for continuous Leadership Team shared their learning
others, and learning leadership skills for learning and evaluations. playlist of the month (a list of four themes),
team working. Hero Lead MBA urging employees to follow the same list
Hero Virtual Learning Centre (HVLC) to enhance their skill capabilities. The top
Hero Lead MBA is an executive MBA
The participants took part in
programme specially designed for building
(Asynchronous Learning) learners of the month were offered the
organisational-level action learning projects chance to attend Breakfast with COO and
the capabilities of mid-level management In step with the trend of online and virtual
they proposed for corporate benefit, and CHRO, Mike Clarke alongwith, a learners’
personnel. It was launched in association training the world over, the HVLC caters
they underwent group coaching during the roundtable discussion.
with BMU to enhance the management and to the asynchronous learning needs of
programme to strengthen the reflective
leadership foundation in the organisation.

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Inclusive Growth

Supporting Community and OUR CSR INTERVENTIONS CSR interventions are deployed by OUR VISION:
uplifting their standard of life ARE COMPREHENSIVE AND professionals with diverse skills interacting
“To have a Greener, Safer and Equitable
SUSTAINABLE directly with the community, partnered by
World”
organisations of national and global repute.
Greener Being a responsible and conscious
This approach is the spine of our strong
corporate, we remain deeply committed to The world has changed after the year 2020,
community relationships with mutual trust
Programmes on Environment & social and environmental issues and have Covid-19 pandemic crises has put great deal
and respect.
Sustainability strategically invested in initiatives focused of stress on the entire health eco-system
on the socio-economic empowerment of across the globe. Throughout the year many
Through our ‘We Care’ initiative, which is
Safer the people. initiatives were undertaken for helping the
our CSR Umbrella, we are running several
most vulnerable section of society as well
flagship programmes successfully.
Programmes focused at Road Safety We have contributed towards the as providing support to the government
improvement of education in several authorities in the battle against the virus.
Equitable parts of the country through soft
interventions and development of the
⟩ Programmes to support Diversity and necessary infrastructure. At the same
The break-up of our CSR beneficiaries of our key programs are given below:
Inclusion time, our sports and life-skills support
programmes have enabled thousands of
⟩ Programmes on Education
children from the economically weaker Initiative Beneficiaries in Total beneficiaries till
⟩ Programmes to support Communities sections in the villages to be at par with FY 2021-22 FY 2021-22
their privileged counterparts. Our women
⟩ Programmes to support Covid relief Nurturing and Adoption of 1 Biodiversity Park 23,84,190 tree plantations and
empowerment projects substantiate
the belief that empowered women can Protection of 1 biodiversity Park
bring about a positive socio-cultural and Biodiversity
economic change in their communities. Water conservation 95.6 million litre water saved 178 million litre water saved
As an environmentally conscious
company, steadily cutting down on its Promotion of renewable 20 KW generated 50 KW generated
carbon footprints, we have been making energy
a steady progress towards sustainable
Road Safety 1,53,329 participants 9,21,345 participants
manufacturing processes and have aligned
our overall business strategy with the Education 5,807 students 4,36,509 students
Sustainable Development Goals (SDGs).
Diversity and Inclusion 6,452 individual beneficiaries 53,569 individual beneficiaries

Promoting Preventive 48,747 individuals benefitted 5,09,706 individuals benefitted

Healthcare

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Social inclusion contd.

Projects complementing the vision Promotion of Renewable Energy– villages and urban localities close to our Mobility Support to the Forest
to achieve GREENER world Project Aarush area of operations. The focus is on forging Department of various states
partnership with related stakeholders to
As an environmentally conscious company, The project focuses on promoting the This initiative aims to provide mobility
undertake an integrated approach in water
Hero MotoCorp is making steady progress use of alternative and eco-friendly energy support to the forest staff, patrolling
management.
towards mitigating the impact on our resources. and policing guards engaged in forest
planet through our Greener Initiatives conservation across Uttarakhand, Haryana
Rain water harvesting work done in
This year we planned to generate more and Gujarat states. Hero MotoCorp has
schools and villages will help in conserving
Nurturing and Protection of Biodiversity energy based on solar by installing roof joined hands with forest department of
and recharging ground water. We have
top on grid solar power plants on various these states, signed a MoU and Handed
While the lockdown due to COVID-19 constructed new check dams and
government institutions and land banks over around 555 two wheelers to enhance
pandemic resulted in curtailment of some increased the capacity of various existing
to mitigate the negative impact on their action to protect the forest and
activities, the programme still managed dams and ponds as well. This FY, we
environment caused by the coal based biodiversity.
to achieve a few milestones as mentioned enhanced the water saving capacity over
power generation and reduce the load on
below 95.6 million litres of water in the villages
power grids.
near our areas of operations.
We have shouldered the responsibility
We completed a pilot project of installing
of supporting biodiversity conservation, We have continued to support GuruJal, an
20 kW On Grid Solar Power Plant in a
restoration and protection efforts at Aravali integrated water management initiative by
government school at Gurgaon. It will help
Biodiversity Park, Gurugram for the coming the Gurugram District Administration. The
reduce the operating costs for the school
10 years. Among other things, we have project aims to address the issues of water
by reducing the demand of electricity from
freshly planted over 200 native species to scarcity, groundwater depletion, flooding
the grid. It will also provide green energy to
enhance the natural diversity at the park. and stagnation in Gurugram district. In this
the school.
FY, the project primarily focused on the
In partnership with various environmental four interventions that include biodiversity
We have already identified many more
organisations and with the help of management, water proofing, supporting a
government schools and other institutes to
volunteers, we have been ensuring the pond and connecting the drops.
scale this project in near future.
proper growth and survival of more
than two million tree saplings planted in Under the same, a digital campaign called
Water conservation
previous years. ‘Catch the Rain’ was initiated for generating Check Dam constructed by HMCL in CSR

In our country many parts are experiencing and enhancing awareness about rainwater
Many more biodiversity parks and land issues of water scarcity due to continuous harvesting. The team has been able to
banks has been identified and studied depletion of ground water. To address reach more than 79,000 people through
thoroughly for further development and this challenge, an organised effort by the this campaign.
protection in various parts of the Nation. company is being undertaken across

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Social inclusion contd.

Projects complementing the vision Be A Road Hero Campaign Highlights

to achieve SAFER world We launched the third edition of the ‘Be Initiative Our action & Impact in Our action & Impact till
Road safety is an essential intervention A Road Hero’ Campaign in partnership
FY 2021-22 FY 2021-22
for propagating the message of safety with Hindustan Times across Delhi-NCR.
on roads through mass public awareness The campaign focuses on generating Road Safety Ongoing maintenance and 6 traffic Training Parks in Delhi,
sessions and programs encouraging better awareness on road safety rules and Training Park awareness activities at the Gurugram, Nagpur, Lucknow,
driving behaviour for riders in reducing inculcating positive attitude shifts in establishment 6 parks Hyderabad (Rochakonda and
the ever increasing fatalities due to unsafe riding/driving behaviour by engaging Begumpet)
driving habits on roads. various mediums such as print, radio,
digital, etc. Over 2,000+ readers and Road Safety 1,53,329 participants 9,21,345 Participants
Road Safety Awareness Program listeners have pledged to be a Road Hero Awareness
so far.
Hero MotoCorp’s road safety-focused CSR
initiative Ride Safe India (RSI) stresses
Mobility Support to the State
upon the need to inculcate self-discipline
Transport Authority in Odisha
among road users by way of regular
reminders through road safety trainings, This initiative aims to provide mobility
awareness sessions with regard to traffic support to State Transport Authority
rules and safe driving habits, and mass in Odisha for road safety awareness
awareness campaigns. campaign and scientific analysis of fatal
road accident to ascertain the real cause
Despite COVID-19 situation, we managed of accident at different strategic locations
to generate awareness in more than 1.53 in Odisha and taking remedial measures
lakh participants through our offline as well to reduce fatalities and to save precious
as online Road Safety Awareness program. human lives. Hero MotoCorp signed a
MoU with them and handed over around
We also manage six road safety training 30 two wheelers as a mobility support to
parks across the country that undertake achieve the desired goals.
two-wheeler riding training for college
students and the general public. The Road
Safety Training Parks play an important
role in educating the masses and
encouraging them to become aware and
responsible road users.

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Projects complementing the vision ⟩ Building infrastructure for future: Diversity and Inclusion In the last FY, seven new SHGs were
to achieve EQUITABLE world include Starting from renovation of essential formed in the villages of Halol and brought
⟩ Technical and non-technical skill
elements such as sanitation, 80+ more women into the SHG system.
Hero MotoCorp’s vision of enabling the development – Project Jeevika:
handwashing and drinking water Overall, these SHGs comprising of more
building of an Equitable World is led by Under the project, Hero MotoCorp has
facilities, to building libraries, science than 850 women in the region have
the goal of addressing larger issues been supporting multiple education
and computer laboratories, playgrounds formed a federation named as Sahiyar
that hold back the collective progress and training institutes that make the
and more, everything that helps foster Mahila Vikas Trust in Halol, Gujarat with
of society – especially for the poor, youth employable in various trades in
a healthy learning environment is being our support under this initiative. This will
marginalised and underprivileged sections. the automotive sector, especially the
provided by Hero MotoCorp at the enable them to market their products
The underlying idea is equity of ‘access two wheeler industry. Project Jeevika
schools that it has supported in the last efficiently and leverage the related
and opportunity’, and hence the areas of complements Skill India or the National
few years. government schemes to grow well and
interventions are education, gender parity Skill Development Mission (NSDM) as
uplift their standard of life.
and women empowerment, healthcare, In FY 2021-22, the company has well as the Prime Minister Kaushal Vikas
skill development, inclusivity with regard supported 1 government school in Yojana (PMKVY).
⟩ Mobility Support to Specially abled:
to specially-abled individuals, and Rajasthan benefiting 600 plus students
This FY, Hero MotoCorp in collaboration Saluting the exemplary grit and
development of a sports ecosystem in the and staff by constructing 5 new
with Automotive Skills Development determination of Indian soldiers, Hero
country. classrooms equipped with new furniture.
Council (ASDC) joined hands to train MotoCorp handed over 89 retro fitted
market mechanics across the country to scooters to support the community of
Support education system – Project ⟩ Remedial Education: We continue to
deal with any issue its customers might Indian soldiers who have been disabled
Shiksha support about 2,300+ students in Rewari
face related to BS6 Technology. 5,800+ while serving the nation.
district through our Asha centres for
The project is focused on bridging the gap technicians were trained under this
remedial education. A mobile application The two wheelers have been customised
that is prevalent in the existing education initiative.
was introduced for children to have free to suit the riding requirements of a
system which is based on the rot learning
access to education resources, while disabled person in a safe manner. The
and creating a favourable ecosystem ⟩ Self Help Group and Federation: Self-
teachers continued to engage with them specially-designed scooters supported by
in government school that promotes help groups (SHGs) have been widely
through WhatsApp and online video calls two auxiliary wheels in the rear, will help
creativity and innovation among children. appreciated for their contribution to
so that their studies are not affected soldiers in meeting their daily mobility
inclusive development across rural
during lockdown period due to Covid needs.
The impact is visible in most schools with India. Hero MotoCorp has facilitated the
pandemic.
improvement in attendance, low dropout formation of women’s self-help groups
rate and increase in enrolment across the We have started scaling up this project (SHGs) in various target villages. The core
majority of schools. in other areas of our operations in activities undertaken by these groups are
Neemrana, Jaipur and Haridwar where savings, internal loaning, and rights-based
we are catering to the needs of over 250 social action, starting small business to
students at each location. earn and enhance their livelihood.

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Promoting Sports – Project Khelo Hero Dharuhera, Chittoor, Halol, Haridwar, Jaipur, government authorities and non-profit 250 bedded Tajpura COVID-19 hospital at
Neemrana, Delhi and Gurugram catering to entities that were providing emergency Halol. We also supported the 40 bedded
While most of our sports-focused
43,000+ persons. and other essential services during the Covid Care Centre at CHC, Goghamba.
interventions were stalled due to
pandemic.
COVID-19 restrictions, we put into action
Additionally, the company has partnered At Andhra Pradesh, Hero MotoCorp
a programme focused on harnessing the
with All India Institute of Medical Sciences ⟩ Creation of Hospital Beds Equipped extended support to the 50 bedded
energy of the youth at the grassroots. The
(AIIMS) to set up 4 Satellite Vision Centre at With Oxygen and Other Support COVID-19 care facility at the Community
project has enrolled over 107 young boys
Delhi and Dharuhera, Haryana. The centers Health Centre in Sathyavedu, district
and girls from a village in Jhajjar district Hero MotoCorp set up a 100 bedded
facilitated examination of over 5,710 Chittoor. We also provided 12,400 cooked
of Haryana and imparts formal training in COVID Care Centre at the Government
patients where they all received primary meals to the Covid patients in this CHC.
football. Girls College (Sector 14) in Gurugram in
treatment as well as medicines for free.
association with District Administration,
At Jaipur, we helped in strengthening the
Promoting preventive health care Gurugram in Haryana. The 100 bedded
Community Development health infrastructure of 13 Community
(Non COVID health care initiative)– facility is equipped with oxygen beds and
Health Centres and adding the facilities
Project Arogya The CMGGA Programme is a strategic was inaugurated on 17th May 2021 by the
of 100 beds for Covid Patients. In
collaboration between the Government of Honorable Chief Minister of Haryana, Shri
The goal of this initiative is to provide addition, we have extended our support
Haryana and Ashoka University to improve Manohar Lal Khattar.
accessible, affordable and quality to 26 police stations across the city by
governance in the state and driving a mass
healthcare to rural people. To ensure providing personal protection equipment
impact on ground. Running since 2016, Hero MotoCorp also supported the
that medical help reaches marginalised to police personnels.
the programme provides a platform to 122 bedded COVID hospital set up by
communities in areas with minimal or
25 young individuals – 12 of them being Ramakrishna Mission Sevashrama in
negligible healthcare facilities, Hero At the 50 bedded Community Health
supported by the company association with District Administration in
MotoCorp also brought in mobile medical Centre in Neemrana, we provided
Haridwar, Uttarakhand. We also installed
vans/units. Professionals on the van essential medical equipment support.
COVID-19 Pandemic Support 10 manual hand sanitiser setups at the
include a qualified doctor who is a licensed
Kumbh Mela in Haridwar.
MBBS practitioner, a qualified pharmacist, With COVID-19 making a comeback just ⟩ Hero For Humanity- Support to Covid
and a certified medical assistant, along as the economy was starting to get back affected families
We set up a 180 bedded COVID Care
with a driver. The services onboard are on its feet after the 2020 lockdown. It was
Centre including intensive care facilities Seeing the devastating effect of
similar to what is provided in the outpatient the curveball that needed to be deflected
at Janakpuri Super Specialty hospital, Lok COVID-19 pandemic on families who
department (OPD) of a public health before its full impact was unleashed. Like
Nayak Hospital and Maharaja Agrasen had lost the sole earning member of
centre. All facilities including check-up, in the first wave, this time too corporates
Hospital in Delhi. their household leaving them in grief
primary diagnostics, doctor’s consultation and civil society pooled resources to
and vulnerable situation, Hero MotoCorp
and medicines given to the patients are manage the crisis as best they could.
In Gujarat, Hero MotoCorp supported decided to identify such families and
completely free. 10 such Mobile Medical Hero MotoCorp, once again, pressed all
healthcare infrastructure by aiding the support them to get rid of their sorrows
Units (MMUs) are operating in Dehradun, of its mechanisms into action to support
transportation of oxygen cylinders to the being the Hero for Humanity.

98 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Social inclusion contd.

Hero MotoCorp has been supporting Additionally, 2,000 pulse oximeters, Mobility Support to the government We have also provided our support in
identified Covid affected families by 64,000+ KN95 masks, 1,500+ pairs of departments in various states terms of mobility to Disaster Management
providing them essential services such surgical gloves, 350 IR Thermometer, department, Education Department
This initiative aims to provide mobility
as food security and nutrition along with etc. were handed over to the government and Rural Livelihood Mission, District
support to various government
education for their children for 6 months. administration for enhancing their capacity administration, Municipal Corporation ,
departments engaged across 15 states for
We are providing skill development to fight the pandemic. Fire services department in various states
better functioning towards their goals in
training and livelihood set up to the by providing a total of 635 two wheelers
their respective area of public service.
women of these identified families to earn ⟩ Support to Uttarakhand state for better public service and achieve the
adequate income to fulfill their government to augment Covid relief desired goals as per MoU signed
Hero MotoCorp has joined hands with
basic needs. initiatives with them.
police department of various states. MoU
To support the vaccination initiatives were singed between HMCL and respective
The company has been supporting 370+ Additionally, under COVID-19 Relief, 52
of the Uttarakhand government, Hero departments to deliver the mutually agreed
families through this project, already vehicles were handed over to Deputy
MotoCorp provided logistic support by outcomes towards safety and security
in operation at Jaipur in Rajasthan; Commissioner, Gurugram to felicitate Asha
providing a van to enable persons with of the common public specially women
Haridwar in Uttarakhand; Chittoor in Workers for their exceptional service during
disability to travel to the vaccination safety under Hamari Pari Initiative of Hero
Andhra Pradesh; Rewari and Gurugram in COVID-19 relief in the district. Also 10
centre. The project benefited 2,000+ MotoCorp. We have handed over around
Haryana; and Panchmahal in Gujarat. vehicles were handed over to ICMR.
individuals in Haridwar. 2474 two wheelers for this cause.
⟩ Distribution of personal protective
To augment efforts of the government
equipment to frontline workers
and to increase accessibility of people,
Under our COVID-19 relief work, we are the company set up several vaccination
continuously supporting the front line camps administering 5,000+ Covishield
warriors who are relentlessly fighting doses in Haridwar.
the pandemic risking their own lives.
This year, more than 17,000+ Litres of 13 advance life support ambulances
Hand Sanitiser and more than 6+ lakh handed over to Chief Minister of
Face masks were distributed to the front Uttarakhand for strengthening the health
line and essential service workers. In infrastructure across the state.
addition to this, the company has also
procured more than 27,000+ PPE kits and ⟩ Corona Warrior on Wheels
distributed it among medical staff.
70 Two wheelers handed over to Director
General Health Services –Haryana to
undertake the COVID-19 vaccination drive
at Kurukshetra.

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Social inclusion contd.

COVID-19 Support in FY 21-22

12,400
meals distributed among
6,00,500
lakh Masks distributed in
17,190
Litres of Sanitiser given
15,000
pairs of surgical gloves
community /Slum Area Hospital/Admin/Police/ to Hospitals/Admin/ distributed in Hospitals/
Community Police/Community Admin/Police/Community

27,200
No’s PPE Kits handed over
64,940
KN95 masks distributed in
to Govt. Hospital for Corona Hospitals/Admin/Police/
Warrior’s Community

2,000
pulse oximeters
350
IR Thermometers distributed
distributed in Hospitals/ in Hospitals/Admin/Police/
Admin/Police/Community Community

100 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Social inclusion contd.

VOLUNTEERING AMONG EMPLOYEES

At Hero MotoCorp giving back to the
society is ingrained in organisation DNA.
Employees in the company have taken it
forward by actively supporting the CSR
causes. Employee volunteers in activities
to support various activities focused on
education, collection drives for supporting
community requirements.

However due to Covid guidelines by

authorities and employee safety, we
couldn’t plan employee participation in
CSR activities.

AWARDS AND RECOGNITIONS IN

FY 2021-22
CSR efforts of Hero MotoCorp were
appreciated at various forums. Some of
the major recognitions included.

⟩ Certificate of appreciation from Hon.

Governor of Haryana, Shri Bandaru
Dattareya for valuable contribution in
combatting the COVID-19 pandemic
⟩ Letter of Appreciation from Janakpuri
⟩ Letter of Appreciation from Office of Super Speciality Hospital for support
Medical Director, Lok Nayak Jai Prakash towards the provision of 50 bedded
Narayan Hospital for support towards dedicated Covid ward including 20 ICU
the provision of 50 bedded dedicated beds and critical care
Covid ward
⟩ Certificate of appreciation for Covid Relief
initiatives in Haryana on the occasion of
Republic Day CSR Awards

101 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

 Climate protection
Racing towards Climate
Resilience
Global warming and
climate change are at the
centre stage with the latest
Intergovernmental Panel
on Climate Change (IPCC)
report highlighting “Code
Red” for humanity, resulting in
heightened interest in climate
risk adaptation & mitigation.
In line with our commitment
to a better tomorrow, we aim
to have 100% carbon neutral
operations by 2030, 500%
water positive facilities by
2025 and 100% Waste Neutral
facilities through zero waste to
landfill certifications by 2025.

Butterfly House at Halol Plant, Vadodara, Gujarat

102 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Climate protection contd.

Hero MotoCorp sets forth the disclosures Strategy

on its overall governance, strategy
Hero MotoCorp has aligned its strategy
and management of climate-related
with the ambitions of the Paris Agreement
risks and opportunities as a part of its
– to keep the increase of global average
‘Climate Protection’ material issue and in
temperatures to well below 2°C above the
alignment with the Taskforce of Climate-
pre-industrial level and to pursue efforts
related Financial Disclosures (TCFD)
to limit the temperature increase to 1.5°C
recommendations.
in precise alignment with 2DS in line
with Shared Socio-economic Pathways
Governance (SSP)/Representative Concentration
Climate-related risks and opportunities are Pathway (RCP). This scenario would
critical topics for industry and the planet require aggressive decreases in emissions
today and are integrated considerations across all sectors, including building,
within Hero MotoCorp’s overall strategy industry, automotive and energy. There
and business model. Responsibility, is an increasing need in the automotive
decision-making and accountability are sector for electric products and solutions
embedded in the organisation under using technologies that increase resource
the Governance Framework. The Core efficiency. Hero MotoCorp is ideally
Sustainability Team (CST) facilitates the positioned to leverage this demand and has
strategic work under the mentorship and accelerated its work on emerging mobility
strategic guidance of the Sustainability solutions.
Steering Committee. The CST consolidates
the relevant information and develops
strategic action plans with thorough due
diligence, considering the entire range
Innovative Solar Tree - Gurugram Plant
of value chain factors. These issues are
critically reviewed at the Sustainability and
CSR Board Committee review meetings
held towards the end of every quarter.

“Adapting and steering together in the ‘Code Red’

World is the new normal as there is no ‘Plan B’.”

Nihal Kaul
Core Sustainability Team

103 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Climate protection contd.

The Climate Change Resilience ICP is calculated at around $30 per tonne
Approach of CO2 and is used strategically.
⟩ Investing in non-fossil-fuel-based sources ⟩ Sustainable Infrastructure Development:
of energy: Non-fossil-fuel power is Hero All new establishments are developed
MotoCorp’s constant endeavour for on sustainable platforms and are Indian
clean and green energy sourcing. With Green Building Council certified. All local
the long-term target of becoming 100% facilities are already CII GreenCo certified.
carbon neutral by 2030, Hero MotoCorp
⟩ Afforestation Strategy: Hero MotoCorp
is consistently enhancing its clean energy
is firmly focused on expanding its green
portfolio through solar power plants and
cover within the four walls of the factories,
exploring other options of non-fossil-fuel-
in offices and beyond the periphery. The
based power sourcing under the available
Company has crafted its afforestation
regulatory framework (wind–solar
roadmap in line with the Carbon Neutral
hybrids, wind energy wheeling options
operations target.
for operations based in different states).
The installed solar capacity stands at 11.2 Climate-related Opportunities
MW, with the potential of generating over
The transformation and evolution of
12 million units of clean energy annually
technology in the automotive sector offer
and a carbon offset potential of more
significant business opportunities. Hero
than 8,000 tonnes.
MotoCorp strives to lead the development
⟩ Meeting Beyond Compliance: Hero of new technologies and is continuing to
MotoCorp adheres to all applicable develop an extensive portfolio of products Green Wall - Neemrana Plant
legal protocols and requirements and and services using new technologies. We
ensures the deployment of energy- aim to continue to provide high-quality
efficient technologies, upgrading legacy products and services to our customers legal, market, and reputational risks. With the determination to adapt to climate
equipment and creating synergy between while at the same time enabling them to Physical risks include acute physical change and achieve climate resilience,
different manufacturing operations. reduce their environmental impact. We are risks, such as extreme weather events, Hero MotoCorp is reviewing its strategy
broadening our offer of products powered and the chronic physical risks caused by and will disclose plans in more detail
⟩ Internal Carbon Pricing (ICP): Hero
by clean energy sources by introducing EVs changing weather patterns and rising mean for various contexts after carrying out
MotoCorp has implemented a
and enhanced use of blended fuel. temperatures and sea levels. Extreme specific scenario analysis exercises for a
mechanism of ICP to facilitate and
weather events (e.g. storms or floods) can 1.5° or 2° world.
promote investments in sustainable
and eco-friendly technologies. The
Climate-related Risks hamper vehicle production and component
supplies, while droughts can affect access
mechanism enables the accelerated Climate-related risks can be divided into
to water for our operations, especially in
deployment of energy efficiency and transitional and physical risks. Transitional
water-stressed areas.
carbon reduction projects. Currently, the risks include technology-related, policy,

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Climate protection contd.

Metrics for Greenhouse Gas Emissions and Targets Scope 3 towards reducing Scope 3 emissions and
have developed products based on i3s and
According to the leading GHG Protocol Scope 2 includes all emissions due to A significant share of vehicular emissions
fuel injection technology, which provides a
corporate standard, a company’s GHG energy generation we purchase from is observed in the use phase, and
considerable reduction in emission through
emissions are classified into three scopes. external sources, such as electricity from Hero MotoCorp, as an environmentally
fuel efficiency, achieved by riding flexibility
state electricity boards. responsive brand, has been a pioneer in
in various traffic conditions.
Scope 1 comprises all the emissions we developing highly fuel-efficient mobility
cause ourselves through the combustion of Scope 3 includes all emissions generated solutions right from its inception. Most (approximately 90%) of our Scope 3
energy carriers at our production locations, before (upstream of) or after (downstream emissions are generated during the use
We understand that GHG emissions
such as generating electricity and heat on of) our production operations. phase.
are also generated in other phases of a
our premises.
vehicle’s life cycle, and we take that into We currently determine the CO2 emissions
Indicators FY 2021–22 FY 2020–21 account in our overall CO2 balance sheet. of our vehicles in the use phase based
CO2 Emissions in tonnes We conduct life cycle assessment studies on life cycle assessment studies on
as an intrinsic element of our design major vehicles platforms (100cc/110cc
Scope 1 strategy, and we use the GHG Protocol completed and 125cc in advanced
High Speed Diesel (HSD) 2,107 4,275 as our principal base for calculating progress). For this calculation, we
Propane 1,384 1,700 emissions. assume that each vehicle travels 15,000
km per year and is used for 10 years.
Natural Gas 23,054 31,388 The GHG Protocol was formulated to
An assumption-based study shows that
Total 26,545 37,363 standardise the emissions reporting of
approximately 30–35 grams per km
Scope 2 companies and organisations. According
of carbon emissions are generated in
to key studies, limiting the pace of global
Grid 84,115 88,840 the use phase, which is low due to our
warming will be facilitated if GHGs are
highly fuel-efficient vehicles. We have
The carbon emission per vehicle for FY 2022 was 22.94 Kg CO2 /vehicle due to lower recorded and reported according to a
successfully transitioned to BSVI platforms
production volumes. standardised procedure. Such reporting
and contributed significantly to reducing
will make it possible to uniformly formulate
emissions through observing BSVI
the targets for emission reduction, manage
regulations and continuous implementation
the reduction process, and conduct an
of fuel-efficient technologies in our product
effective root-cause analysis of emissions
strategy.
chemistry.
Target – One of Hero MotoCorp’s targets
The GHG Protocol specifies a total of 15
complementing climate change is to
categories of Scope 3 emissions. The
have ‘100% carbon neutral operations
determination of Scope 3 emissions is
by 2030’. Going forward, the Company is
based on comprehensive methodological
also working on its Net Zero Emissions
considerations and complex calculations.
roadmap.
Hero MotoCorp is one of the leading
Green cover at Halol Plant, Vadodara, Gujarat companies that have analysed the
specifics of Scope 3. We are working

105 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Climate protection contd.

Energy Management

We reduce our direct emissions through generating 12 million units annually. Indicators FY 2021–22 FY 2020–21
enhancing the energy efficiency of our Energy Consumption Data
⟩ The CIT has adopted loss elimination
operations and increasing usage of
techniques and technology improvements HSD (litre) 744,709 1,510,252
renewable energy and offset mechanisms.
in the centralised air handling systems
Teams of energy managers and auditors Propane (Kg) 437,741 536,613
and adiabatic pad installations, resulting
across our operations steer the energy and Natural Gas SCM 10,047,503 13,679,817
in annual savings of 1.5 lakh per unit.
climate change agenda with the support
of cross-functional teams that implement ⟩ The Haridwar plant has improved energy Grid Power (kWh) 106,475,201 108,341,619
these action plans. The Vadodara plant efficiency by adopting process estimation Solar Power (kWh) 10,667,055 9,183,816
has achieved the Energy Management and energy-efficient equipment, resulting SCM - Standard Cubic Meter
System ISO 50001:2018 Certification as a in annual savings of 9 lakh per unit. HSD - High Speed Diesel
part of the Energy Management System
⟩ The Neemrana plant has undertaken
standardisation.
process optimisation and improvements
in compressed generation and variable
Energy conservation initiatives and energy-
frequency drive optimisation, resulting in
efficient technologies remain the principal
savings of 2,930 units per day.
focus of our operations. We believe actions
around energy bring direct benefit to the ⟩ The Vadodara plant has implemented a
bottom line and the climate. Some crucial project on improving the comfort cooling
energy initiatives undertaken during the system, hot water generator operation
reporting year are as follows: optimisation and compressed air system,
resulting in savings of 4,600 KWh/day.
⟩ The Dharuhera plant has implemented
⟩ The Chittoor plant has introduced the
several energy conservation projects,
Smart Utility Cockpit, a new way of
including compressor efficiency
working through the digitalisation of
improvements (KWh/CFM), resulting in
utilities by creating a central cockpit for
savings of 2,500 units per day. Manufacturing Happiness at HMCL Colombia
effectively managing and controlling plant
⟩ The Gurugram plant has implemented a utility operations.
unique real-time system for controlling

⟩
and monitoring comfort cooling loads,
resulting in savings of 4,500 units per day.
Non-fossil-fuel-based power – The
17%
Reduction in energy
0.18 GJ/Vehicle
Energy intensity
Company’s solar footprint has increased
to 11.2 MW with the potential of consumption from FY 2020-21

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Climate protection contd.

Water

Water is a precious but scarce resource. Manufacturing plants and other facilities, Resilient Environmental Facilities that sends the water chemistry data to the
Across India, groundwater tables are especially the paint shops, require water to relevant authorities on a real-time basis.
Water is our most important natural asset, This system enables the company to run
depleting rapidly. It is therefore pertinent carry out their operations. Guided by our but natural water resources become
to conserve water. At Hero MotoCorp, we Environment Policy, we have embarked on its vehicle production activities seamlessly
contaminated after being used in various
have undertaken to minimise fresh water a mission to moderate water consumption and flawlessly, thereby contributing to
processes and for domestic purposes. This
consumption in our processes and recycle at all our plants and continuously attempt to business continuity. We have up-to-date in-
necessitates the installation of effluent
as much of our wastewater as possible to improve our efficiencies. treatment plants (ETPs) and sewage house laboratories run by chemists, which
reduce the burden on groundwater. treatment plants (STPs). As a proactive, facilitate pre-diagnostics of problems at a
environmentally conscious organisation, very early stage, thus allowing for proactive
Hero MotoCorp has operational ETP and action in case of any abnormal observations
Indicators FY 2021–22 FY 2020–21 STP facilities at all of its manufacturing concerning wastewater treatment and
Water Data locations. These plants are categorised as analysis. This eliminates the time delay that
‘environmental facilities’ and are designed would be inevitable in the case of a reactive
Total Water Withdrawal (kL) - Groundwater 5,18,483 6,05,529 to accommodate and treat the varying response and minimises dependency on
Freshwater(<=1000 mg/L Total Dissolved Solids) 3,04,683 2,60,360 composition of wastewater based on their third-party experts. The robustness of the
physical (suspended solids), chemical facilities, along with the microscopic level
Other water (>1,000 mg/L Total Dissolved Solids 2,13,800 3,45,169 (heavy metals, organic, inorganic, dissolved of supervision of the environment team
Total Water Withdrawal (kL)(Surface Water) 3,05,529 3,10,474 oxygen) and biological (microbial pathogens) at Hero MotoCorp, are vital contributors
parameters. towards water sustainability and security
Freshwater(<=1000 mg/L Total Dissolved Solids) 3,05,529 3,10,474 and have supported the Company in
At Hero MotoCorp, as a part of our system achieving zero discharge status.
Other water (>1,000 mg/L Total Dissolved Solids) 0 0
strengthening strategy, these environmental
Total Water Withdrawal IN KL 8,24,012 9,16,003 facilities are designed, updated and Our strategy to enhance our efforts towards
maintained according to best-in-class water security is to continue creating new
Waste Water Treated (kL) 5,01,220 5,64,593 technology standards to cater to the relevant rainwater harvesting (RWH) structures
Water Recycle (kL) 2,66,505 2,97,267 authorities’ requirements (central and state
at various locations to improve the
Pollution Control Boards) and suit our day-
Water Reuse (kL) 2,34,715 2,67,326 groundwater table. We have also created
to-day vehicle production activities.
a number of RWH structures beyond the
Water discharge 0 0 fence as part of our community initiatives.
The facilities are fully equipped with
% of total water recycle/reuse (kL) 60.83% 61.64% analysers with a monitoring mechanism

10%
Reduction in water
0.17 kL/Vehicle
Water Intensity
withdrawal from FY 2020-21
107 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22
Climate protection contd.

Material
We strive to provide better quality and performance for our vehicles while rationalising
material consumption. Preference is given to recycled or recyclable inputs wherever possible.

Category of material Units FY 2021–22 FY 2020–21

Steel Tonnes 3,92,869 4,80,867
Aluminium Tonnes 1,04,084 1,22,042
Rubber Tonnes 35,980 41,956
Plastic Tonnes 35,082 37,523
Paint and Thinners KL 15,681 18,713
Acrylonitrile Butadiene Styrene Tonnes 10,986 12,552
Polymer (ABS)
Engine and Shocker Oil KL 8,058 7,773
Non-ferrous Tonnes 11,194 12,782

Aluminium and steel allow us to use second-life materials instead of virgin materials in a
few of our components. The amounts of various recycled inputs used in our operations are
provided in the table below.

Sr. No. Recycled input materials FY 2021–22 FY 2020–21

1 Aluminium Tonnes 63,593.17 75,887
2 Steel Tonnes 24,695.28 29,603

Around 18% recycled content of input materials are used in product manufacturing

Glimpse of our Columbia Plant

108 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Climate protection contd.

Waste

We are committed to regularly improving All our units have STPs and ETPs to Hazardous Waste FY 2021–22 FY 2020–21
our waste management initiatives at our treat and recycle liquid waste. Resource
ETP Sludge (Kg) 4,51,116 5,07,078
facilities. A wide range of manufacturing conservation teams are working on
activities are carried out inside the opportunities to reduce raw material usage Paint Sludge (Kg) 8,63,189 9,38,269
plants, and all plants dispose of waste in through minor improvements. Technological
compliance with operating permits and upgrades are also carried out to significantly Grinding Sludge (Kg) 2,24,762 2,53,088
hazardous waste authorisations. After reduce waste generation. Phosphate Sludge (Kg) 26,506 35,497
due validation, we engage with waste
disposal facilities/waste recyclers/cement Non-hazardous Waste Used Oil (Litre) 57,024 61,776
companies. As per our strategic drive to
Non-hazardous waste is comprised of
divert hazardous wastes away from landfills
metal turnings and rejected metal or plastic Non-Hazardous Waste FY 2021–22 FY 2020–21
and incineration, several recycling options
components. The amounts of various
have been explored and implemented Aluminium Scrap (Tonne) 2,481.91 2,671
non-hazardous waste materials generated
across the organisation.
across the last two reporting years is shown Steel Scrap (Tonne) 3,588.71 4,336
in the following table.
Hazardous Waste Packing Material (Tonne) 1,859.22 1,901
The hazardous waste generated at our (1 lot equivalent to 4.5 tonnes).
plants comprises waste from the painting
process, oil, wastewater treatment sludge,
DG and compressor filter, and paint–
chemical scrap. We have a system in
place for collecting, storage, treatment and
disposal of all hazardous wastes according
to the prescribed regulations. All the
hazardous waste from our units is sent for
co-processing in cement plants.

10.77%
Reduction in waste generated
0.32 kg/Vehicle
Hazardous Waste Intensity
Zero Liquid Discharge (Environmental Facilities) at Gurugram Plant, Haryana
from FY 2020-21

109 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Climate protection contd.

Zero Waste to Landfill (ZWL)

At Hero MotoCorp, we have adopted the
ZWL approach. All hazardous waste is either
Circular Economy in Business
Emerging trends, evolving consumer
attitudes and regulatory requirements
731.45 Tonnes 2,320 Tonnes
diverted for co-processing in a cement kiln influence each product’s development Plastic collected and disposed Total cumulative plastic
as an alternate or as a direct resource for roadmap and the processes involved. through EPR in FY 2021–22 disposed through EPR route
recyclers. All our non-hazardous waste is Hero MotoCorp has accelerated its pace
segregated at the source and managed as in incorporating the concept of a circular since 2019
follows: economy into the business approach,
focusing on reducing waste throughout the
1. Waste transfer – segregated by an
value chain – from vehicle design through
authorised waste collector
production, distribution, use and eventual
2. Energy and compost created from “Minimising our levels of resource consumption
reuse/recycling of materials.
organic waste will not be a sacrifice but a bonus if we simply ride
3. Waste recycled into a valuable resource towards circularity.”
In a nutshell, Hero MotoCorp is striving
to contribute to the automotive sector’s
We have adopted the approach of Extended Birendra Singh Yadav
transformation and support customers
Producer Responsibility (EPR) for the Core Sustainability Team
to shift to new and more sustainable
treatment or disposal of plastics used as
technologies. The successful positioning
packaging material. We are proactively
of the Company on this journey will create
working to take back the equivalent quantity
many possibilities, such as increased
of plastic waste in each state’s market
revenue and growth streams, whereas an
through an EPR Action Plan across India.
unsuccessful positioning may adversely
We are registered with the Central Pollution
affect the Company.
Control Board as a brand owner.

110 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Climate protection contd.

Environmental Impact Assessment

Hero MotoCorp has conducted to adjudge the baseline conditions which forest and / or any other ecological sensitive No endangered or threatened species of
Environmental Impact Assessments (EIAs) are described with respect to climate, feature is evaluated in the study area flora and fauna are reported. The sites
to evaluate the likely environmental impacts atmospheric conditions, water quality, soil are in the notified industrial area. Any
of the proposed project, taking into account quality, ecology, socio-economic profile, Based on the impact assessment abnormal and emergency situations can
inter-related socio-economic, cultural and land use and places of archaeological appropriate air pollution equipment, be handled by well experienced staff of
human-health impacts, both beneficial and importance. adequacy check for treatment of waste Hero Motocorp Limited with well-equipped
adverse. water generation and hazardous waste safety equipment and fire hydrant network.
Baseline information with respect to air, management leads to very negligible Employment potential includes skilled, semi-
The study area covers 5 km radius around noise, water and land quality in the study environmental impact which can be skilled and unskilled labourers both during
the project site. The land use and socio- area was collected by conducting primary mitigated by taking preventive measures. construction and operational phases of the
economic aspects were studied with sampling/field studies during the Summer Based on the baseline studies, there are project.
respect to 5 km radius around the site. The season i.e. March-May. Presence of reserve no sensitive areas located in study area.
existing environmental setting is considered

Ozone Depletion and Volatile Organic Compounds (VOCs)

We are taking the initiative to reduce our and do not harm the ozone layer. The ODS
ozone-depleting substances (ODS) footprint footprint for the last two years is shown in
at all our facilities. We are replacing our old the following table:
air conditioners with ones that use R410 gas

ODS IN kg FY 2021–22 FY 2020–21

R22 FREON GAS 61 427

(In CFC-11 equivalent)

R134A MAFRON Gas 608 386

(In CFC-11 equivalent)

R22 MAFRON 671 427

( In CFC-11 equivalent)

Total 1,340 1,240

Green cover at Halol Plant, Vadodara, Gujarat

111 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Climate protection contd.

Air Emissions Product Stewardship: Design for Environment

Process vents and fossil fuel usage at our manufacturing plants generate air emission loads Addressing modern customers’ needs, End-of-Life Vehicles
of sulphur oxides (SOx), nitrogen oxides (NOx) and particulate matter (PM). We monitor air comfort, safety, assured product quality
As a proactive organisation, Hero MotoCorp
emissions, NOx, SOx and PM to keep emissions below the permissible limits. Our facilities are and reducing the environmental footprint
explores various options and evaluates
equipped with appropriate emission control equipment to arrest emissions during operations. are key strategic areas in product strategy.
various factors for possible scrapping of
The details of the air emissions from our manufacturing plants are shown in the following Right from its inception, Hero MotoCorp
old and used vehicles. Hero MotoCorp is
table: has been developing fuel-efficient vehicles,
currently working with potential agencies
thus contributing to a reduction in Scope 3
to devise an effective mechanism for the
Air Emission FY 2021–22 FY 2020–21 emissions.
End-of-Life Vehicle Strategy. The Company
Sox (Ton) 2.56 5.43 Hero MotoCorp is also making consistent has also presented its views and inputs to
efforts to provide advanced systems and regulatory bodies via permitted channels on
Nox (Ton) 33.75 91.22 comfort features, avoid potentially harmful the policy.
PM (Ton) 11.08 20.40 materials, enhance the usage of recyclable
materials and provide adequate product Standardisation in Material/
information to customers. Components Concerning
Environmental Factors
Clean Air Initiatives in Delhi NCR Through the Design for Environmental
approach, Hero MotoCorp is making Hero MotoCorp has also evaluated the
Being pro-actively aligned with Govt. of India initiative of National Clean Air Program (NCAP),
concerted efforts in providing continuous potential benefits/requirements of globally
We have undertaken several initiatives to minimise air pollution from our factories.
technology improvements, design for available environmental databases,
recyclability, and easy disassembly and such as the IMDS, for building a resilient
1. We have switched over to piped natural gas (PNG), all our processes are operating on
dismantling. Life cycle impact studies of and sustainable product portfolio, basis
natural Gas.
products, innovation and competitiveness Technical Evaluation and subsequent buy-in
are the key drivers for developing mobility of internal stakeholders; this strategy must
2. Emission control equipment like wet scrubbers, electrostatic precipitators, mist collectors,
solutions for customers. The Company’s be implemented.
dust collectors in the manufacturing.
product stewardship encompasses product
design, development, sales, service and
3. Optimisation of number of trips of inbound and outbound trucks.
end-of-life vehicles.

“We should avoid the resistance

from change, as we consider
retaining the status quo.”
Anirudh Kumar
Core Sustainability Team

112 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Our way forward Hero MotoCorp’s Ambitious Targets on
Sustainability (HATS)
We have identified strategic
focus areas aligned with
our updated Sustainability 100% 30%
Carbon Neutral Gender
Framework and have Operations by diversity by
2030 2030
consolidated our efforts
on target setting as per the
Materiality Assessment. At the
same time, areas for tactical
focus are being worked upon 100% HATS 100%
Waste Neutral
and shall be disclosed as they facilities by
Product
recyclability by
2025 2030
progress. We shall also identify
synergies between various
targets to work effectively.
We believe that target setting as well as
aligning to SDGs will go a long way in 500% 100%
creating long-term value. At the same time, Water Positive Green
facilities Dealerships
open communications with stakeholders by 2025 by 2030
are vital. We shall continue sharing our
progress on various platforms, as we have
been doing for years (DJSI, Sustainalytics,
CII Corporate Excellence, GreenCo Ratings
by CII). We keep all communication
channels (direct feedback, input and
suggestions) open to our stakeholders.
Please reach out to us for any feedback on
our sustainability journey.

Reach us at:
[email protected]

113 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Assurance report

114 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

115 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22
Global reporting initiative index
GRI Standards: Core Option

GRI Standard Title Reference Section Pg. No.

GRI 101: Foundation 2016 (GRI 101 does not include any disclosures)
GRI 102 General Disclosures
Organisational Profile & Strategy 102-1 Name of the organisation About the report 8
102-2 Activities, brands, products, and services Hero MotoCorp - A Global Company, Our Subsidiaries Our 09,10,13,18, 49
Progress at Present – Rejuvenating the Current Growth
Story Business Growth and Profitability
102-3 Location of headquarters Hero MotoCorp - A Global Company 9
102-4 Location of operations Expanding across the globe 21
102-5 Ownership and legal form Responsible Investments to Pursue New Growth 26
102-6 Markets served Hero MotoCorp - A Global Company 9,10
102-7 Scale of the organisation Triple Bottom Line Highlights 33-35
102-8 Information on employees and other workers Our People, Social Inclusion 12,66
102-9 Supply chain Expanding Across the GlobeValue chain Sustainability 21,59-64
102-10 Significant changes to the organisation and its supply Risks & Opportunities Value chain Sustainability 28,59-64
chain
102-11 Precautionary Principle or approach Our Excellence in Customer-centric Approaches 14-19
102-12 External initiatives Business Dealings With an External Ecosystem 24
102-13 Membership of associations Participation and Advocacy Continuing the Momentum 27,32
102-14 Statement from senior decision-maker Chairman’s Message 3,4
102-15 Key impacts, risks and opportunities Emerging Risks Landscape 29-31
Ethics and Integrity 102-16 Values, principles, standards, and norms of behaviour Fostering Best Corporate Governance 22
Governance 102-18 Governance structure Sustainability Governance 23

116 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Global reporting initiative index

GRI Standard Title Reference Section Pg. No.

Stakeholder engagement 102-40 List of stakeholder groups Stakeholder Engagement and Materiality 37-40

102-41 Collective bargaining agreements Our Workforce 77

102-42 Identifying and selecting stakeholders Stakeholder Engagement and Materiality 37-40

102-43 Approach to stakeholder engagement Stakeholder Engagement and Materiality 37-40

102-44 Key topics and concerns raised Stakeholder Engagement and Materiality 37-40

Reporting Practice 102-45 Entities included in the consolidated financial About the report 8
statements

102-46 Defining report content and topic boundaries About the report 8

102-47 List of material topics Stakeholder Engagement and Materiality 37-40

102-49 Changes in reporting About the report 8

102-50 Reporting period About the report 8

102-51 Date of most recent report About the report 8

102-52 Reporting cycle About the report 8

102-53 Contact point for questions regarding the report About the report 8

102-54 Claims of reporting in accordance with the GRI About the report 8
Standards

102-55 GRI content index Global Reporting Initiative Index 111-115

102-56 External assurance Assurance Report

GRI 200 Financial Topic

103 Management Approach Responsible Investments to Pursue New Growth 26

GRI 201 Economic Performance

201-1 Direct economic value generated and distributed Responsible Investments to Pursue New Growth 26

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Global reporting initiative index

GRI Standard Title Reference Section Pg. No.

GRI 204 Procurement Practices

204-1 Proportion of spending on local suppliers Responsible Investments to Pursue New Growth 26

GRI 300 Environmental Topics

103 Management Approach Strategy Our Sustainability Strategy Climate Protection 13, 43-45
100-101

GRI 301 Materials

301-1 Materials used by weight or volume Materials 105

301-2 Recycled input materials used Materials 105

GRI 302 Energy

302-1 Energy consumption within the organisation Energy Management 103

302-3 Energy intensity Energy Management 103

302-4 Reduction of energy consumption Energy Management 103

GRI 303 Water

303-3 Water withdrawal Water 104

303-4 Water discharge Water 104

GRI 305 Emission

305-1 Energy direct (Scope 1) GHG emissions Metrics for Greenhouse Gas Emissions and Targets 102

305-2 Energy direct (Scope 2) GHG emissions Metrics for Greenhouse Gas Emissions and Targets 102

305-4 GHG emissions intensity Metrics for Greenhouse Gas Emissions and Targets 102

305-6 Emissions of ozone-depleting substances (ODS) Environmental Impact Assessment 108

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Global reporting initiative index

GRI Standard Title Reference Section Pg. No.

305-7 Nitrogen oxides (NOx), Sulphur oxides (SOx), and Air Emissions 109
other significant air emissions

GRI 306 Effluents and Waste

306-3 Waste Generated Waste 106

GRI 401 Employment

401-1 New employee hires and employee turnover Social Inclusion: Diversity and Inclusion 78
401-2 Additional benefits provided to full time employees Social Inclusion: 87-88
Employee-centric HR Policies, Practices and Procedures
401-3 Parental leave Social Inclusion: 75,88
Human Rights
Employee-centric HR Policies, Practices and Procedures
GRI 402 Labour/Management Relations
402-1 Minimum notice periods regarding operational 21 days (as per Industrial Disputes Act, 1947) -
changes
GRI 403 Occupational Health and Safety
403-1 Occupational Health and Safety Management System Occupational Health Services 70
403-2 Hazard identification, risk assessment, and incident Hazard Identification and Risk Assessment 73-74
investigation
403-3 Occupational health services Occupational Health Services 70-74
403-5 Worker training on occupational health and safety Health and Safety Training 72-73
403-6 Promotion of worker health Health and Wellness Initiatives 68-70
403-8 Workers covered by an occupational health and Health, Safety and Well-being 67
safety management system
403-9 Work-related injuries Striving for a Zero-incident Culture Health and Safety 72
GRI 404 Training and Education

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Global reporting initiative index

GRI Standard Title Reference Section Pg. No.

404-1 Average hours of training per year per employee Training Programmes for Employees 84
404-2 Programs for upgrading employee skills and Skill Development 89
transition assistance programs
GRI 405 Diversity and Equal Opportunity
405-2 Ratio of basic salary and remuneration of women to Employee-centric HR Policies, Practices and Procedures 87
men
GRI 406 Non-discrimination
406-1 Incidents of discrimination and corrective actions Talent Management 83-87
taken
GRI 416 Customer Health & Safety
416-1 Assessment of the health and safety impacts of Customer Satisfaction 53
product and service categories
416-2 Incidents of non-compliance concerning the health Compliance – Existing and Beyond 25
and safety impacts of products and services
GRI 417 Marketing & Labelling
417-1 Requirements for product and service information Compliance – Existing and Beyond 25
and labeling
417-3 Incidents of non-compliance concerning marketing Compliance – Existing and Beyond 25
communications

120 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

Business Responsibility &
Sustainability Report (BRSR) Linkage
S.No. Disclosure Description Page No.
SECTION A: GENERAL DISCLOSURES
1. Details of business activities 8-10
2. Products sold/services offered by the entity 9-10, 18
3. Details of employees and workers 77
4. Participation/inclusion/representation of women (including people with disabilities) 76
5. Turnover rate for permanent employees and workers 78
6. Holding/subsidiary/associate companies/joint ventures 13,21
7. Grievance redressal mechanism for stakeholders 22,54
8. Overview of the entity’s material responsible business conduct and sustainability issues 23
SECTION B: MANAGEMENT AND PROCESS DISCLOSURES
9. Specific commitments, goals and targets set by the entity along with performance, if any 110
10. Statement by Director responsible for the report to highlight ESG issues 3-5
11. Highest authority responsible for implementation and oversight of the Business Responsibility policy(ies) 25,26
12. Does the entity have a specified Committee of the Board/Director responsible for decision-making on sustainability-related issues? (Yes/No) 23
SECTION C: PRINCIPLE-WISE PERFORMANCE DISCLOSURE
PRINCIPLE 1 Businesses should conduct and govern themselves with integrity and in a manner that is ethical, transparent and accountable.
13. Details of fines/penalties/punishment/awards/compounding fees/settlement amounts 25,36,48
14. Details of anti-corruption or anti-bribery policy https://www.heromotocorp.com/en-in/about-us/key- 61
policies/vigil-mechanism-policy.html
15. Processes to avoid/manage conflict of interests involving members of the Board/KMPs https://www.heromotocorp.com/en-in/the-company/ 25
code-of-conduct/conflicts-of-interest.html

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BRSR Linkage

S.No. Disclosure Description Page No.

PRINCIPLE 2 Businesses should provide goods and services in a manner that is sustainable and safe.
16. Sustainable sourcing 59
17. Processes in place to reclaim products for reuse, recycle and safe disposal of products at the end of life 107, 109
18. EPR plan 107
19. Life cycle assessment 109
20. Recycled or reused input material as a percentage of total input material 105
21. Reclaimed products and their packaging materials (as a percentage of products sold) for each product category 107
PRINCIPLE 3 Businesses should respect and promote the well-being of all employees, including those in their value chains.
22. Measures for the well-being of employees and workers 67
23. Accessibility of workplaces 67
24. Return to work and retention rates of permanent employees/workers that took parental leave 75,88
25. Details of training imparted to employees and workers on health and safety measures and skill upgradation 72-73,89
26. Details of performance and career development reviews imparted to employees and workers 89
27. Health and safety management system 70
28. Details of safety-related incidents 72
29. Measures taken by the entity to ensure a safe and healthy workplace 68-70
30. Rehabilitation and suitable employment of employees/workers 71
PRINCIPLE 4: Businesses should respect the interests of and be responsive to all their stakeholders.
31. Process for identification of key stakeholders 37-40
32. Key stakeholder groups 37-40
33. Using stakeholder consultation to support the identification and management of environmental and social topics 37-40
34. Details of instances of engagement with and actions taken to address the concerns of vulnerable/marginalised groups 37-40

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BRSR Linkage

S.No. Disclosure Description Page No.

PRINCIPLE 5 Businesses should respect and promote human rights.
35. Training on human rights issues and policies 75
36. Details of remuneration/salary/wages (including for people with disabilities) 87
37. Disclosure of complaints made by employees and workers on sexual harassment, discrimination at the workplace, child labour, forced labour/ 22,75
involuntary labour, wages or other human rights-related issues
PRINCIPLE 6 Businesses should respect and make efforts to protect and restore the environment.
38. PAT scheme of the Government of India 33.
39. Details of total water withdrawn, consumed and water intensity ratio 104
40. Zero Liquid Discharge policy 104
41. Disclosure of air emissions 109
42. Details of Scope 1 and Scope 2 GHG emissions and GHG intensity 102
43. Details of waste generated, recycled, reused and disposed of 106
44. Description of waste management practices 106
45. Details of EIA 108
46. Breakdown of the total energy consumed from renewable and non-renewable sources 103
47. Details of water discharged 104
48. Details of water withdrawn, consumed and discharged in areas of water stress 104
49. Scope 3 emissions 102
50. Impact on biodiversity 91-92,108

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BRSR Linkage

S.No. Disclosure Description Page No.

PRINCIPLE 7 Businesses, when engaging in influencing public and regulatory policies, should do so in a manner that is responsible and transparent.
52. Details of public policy positions advocated by the entity
PRINCIPLE 8 Businesses should promote inclusive growth and equitable development.
53. Details of Social Impact Assessments (SIA)
54. Describe the mechanisms to receive grievances of the local community
55. Percentage of input directly sourced from MSMEs/small producers
56. CSR projects undertaken in aspirational districts 91-98
57. Details of the benefits derived and shared from the intellectual properties owned or acquired by the company based on traditional knowledge 16
shared
58. Details of beneficiaries of CSR projects 91-98
PRINCIPLE 9 Businesses should engage with and provide value to their consumers in a responsible manner.
59 Details of instances of product recall on account of safety issues 50
60. Channels/platforms where information on goods and services of the business can be accessed https://www.
heromotocorp.com/
en-in/the-bike/two-
wheeler-motorcycles.
html

https://www.
heromotocorp.com/en-
in/genuine-motorcycle-
parts/

124 Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22

 Hero MotoCorp Limited
(CIN:L35911DL1984PLC017354)

The Grand Plaza,

Plot No. 2, Nelson Mandela Road,
Vasant Kunj - Phase - II,
New Delhi - 110 070, India
Tel: 011-4604 4200
www.heromotocorp.com

@HeroMotoCorpIndia

@HeroMotoCorp

@HeroMotoCorp

@HeroMotocorp

Hero MotoCorp Ltd. | Annual Sustainability Report 2021-22