Sustainability Report 2021-22 1

One Midtown, New Delhi

(Artist Impression)
TABLE OF
CONTENTS
About the report 4 - Sustainable Supply Chain 38
- Message from the Chairman 6 - Customer Engagement 41
- Corporate Overview 7
Valuing Our Ecosystem 44
- Performance Highlights 2021 - 2022 8
- Climate Change and GHG Emissions 45
Snapshot of DLF 9 - Air Emissions 47
- Awards & Recognitions 10 - Energy Management 49
- Economic Performance 12 - Water Stewardship 51
- Waste Management 53
Sustainability Approach 15
- Biodiversity 55
- Our Approach to Sustainability 16
- Creating Value & Alignment with UN SDGs 17 Nurturing People 57
- Stakeholder Engagement 20 - Working at DLF: Diversity and Inclusion 58
- Materiality Assessment 22 - Employee Engagement and Development 61
- Targets & Commitments 24 - Occupational Health and Safety 65
- Corporate Social Responsibility 70
Governance 25
- Human Rights 76
- Corporate Governance 26
- Risk Identification in Value Chain 80
- Board of Directors 27
- Business Ethics 29 Assurance Statement 81
- Risk & Opportunity Management 31
GRI Content Index 85
- Sustainable Construction 37
 About the

REPORT
DLF integrates various aspects of environmental, management, environmental protection, and social The fourth edition of the
social, and governance practices into its responsibility. This Sustainability Report has been
operations. We are aware of the direct impact of prepared on the basis of the Global Reporting Annual Sustainability
our business on ecosystems. For us, sustainability Initiative(GRI) Standards and meets the “In Report presents a
reports are a way to effectively communicate not Accordance - Core” criteria. sustainability approach
only with our most important stakeholders but
with society. This disclosure is a platform that This report aims to showcase our Environmental, focused on outstanding
DLF intends to use to confirm its commitment to Social, and Governance (ESG) initiatives and operational efforts
responsible practices in its business operations to achievements in the reporting year, as well as the
progress we are making and the roadmap for the while aiming for
have a positive impact on our thriving ecosystem.
future. The information disclosed in the report environmentally and
The fourth edition of the Annual Sustainability pertains to the period 1 April 2021 – 31 March 2022, socially sustainable
Report presents a sustainability approach unless stated otherwise. This report covers all our
focused on outstanding operational efforts operations, businesses and assets of the company growth.
while aiming for environmentally and socially that fall under reporting boundary. For further
sustainable growth. Therefore, our sustainability details about the report, please write to us at:
strategy focuses on three main pillars: sustainable [email protected].

Sustainability
Sustainability
Report
Report
2021-22
2021-22 4 4
Reporting Boundary for 2021-22 New Delhi
OFFICE SPACE HOSPITALITY
• DLF Center • Lodhi Hotel
RETAIL SPACES • Hilton Hotel
Chandigarh • DLF Promenade MULTI-LEVEL CAR PARKING
OFFICE SPACE • DLF Emporio • Capitol Point
• IT Park • DLF Avenue • South Square
RETAIL SPACES • The Chanakya
RESIDENTIAL
• DLF City Center • One Midtown

Gurugram
Noida
OFFICE SPACE HOSPITALITY
• DLF Cybercity • DLF Golf & Country RETAIL SPACES
• Gateway Tower Club • Mall of India
• World Tech Park • DLF Magnolias Club UNDERDEVELOPMENT
• Amex Building • DLF Aralias Club • Noida Tech Park
• ReNew Building • DLF Club Vita
• One Horizon Center • DLF Club 3
• DLF Cyber Park • DLF Club 4
• DLF Club 5
RETAIL SPACES Kolkata
• DLF Cyberhub • The Camellias Club
OFFICE SPACE
UNDERDEVELOPMENT
• IT Park I
• DLF Downtown Hyderabad • IT Park I
OFFICE SPACE
• DLF Cybercity
Chennai
OFFICE SPACE UNDERDEVELOPMENT
Our Rental business and the Hospitality businesses are the • DLF Cybercity • DLF DownTown
Standing investments. Our Development Business includes the
New Construction Projects, both residential and commercial.

Sustainability Report 2021-22 5

Message from the

CHAIRMAN
We continue to put enhanced focus on our ESG our stakeholders and to bring long-lasting of ethics, justice, and equality, which is
initiatives, and we take absolute pride in sharing change with our value chain to reduce the represented in the Board’s approach to effective
our FY22 report that highlights the relentless environmental footprint of our buildings. governance.
effort we are putting to become an enterprise
that is ready for today and for the future. In FY 2021-22, among the many achievements, We strive to ensure that our policies and
we were recognized as a member of the DJSI practices, support ethical business conduct. This
With our Leadership commitment and Emerging Markets for the second consecutive has been made possible with the support of our
operational excellence, we are creating value on year. We were also awarded a 5-star rating for stakeholders.
the environmental and social fronts. This vision GRESB and Overall Regional Sector leader in
reinforces our strategy for the betterment of our 2021. We are grateful for the crucial role that all
stakeholders and society at large. stakeholders played in our journey, including
Community development is still at the core of our customers who depend on our ability to
As one of the leading real estate companies what we do. We continue to develop positive develop sustainable developments, partners
in India, we shoulder the responsibility to relationships with the communities that and communities that support our operations,
contribute to the country’s growth and surround our assets, enhancing their quality of investors who see our potential to create long-
development. For this, we are resolute that this life through CSR initiatives, job openings, and term value, and our employees, who continue to
development should be green and inclusive. social and economic recovery. relentlessly support this success.

Since, buildings are currently responsible for Strong governance that follows the principles Rajiv Singh
39% of global energy-related carbon emissions: of honesty, accountability, and transparency Chairman
28% from operational emissions, from the guides our actions in support of the
energy needed to heat, cool, and power them, environment and society. DLF is dedicated
and the remaining 11% from materials and to ensuring that the organization has the
construction1. We have identified immense necessary culture and procedures to manage
potential and opportunities to work with risk while upholding the greatest standards
1
https://www.worldgbc.org/embodied-carbon

Sustainability Report 2021-22 6

 Corporate

OVERVIEW
DLF has developed more than 150 real estate projects spread
over an area more than 330 msf across the country.

DLF is one of India’s leading real estate DLF’s asset portfolio is managed under DLF
companies with a strong track record of Limited and its subsidiary - DCCDL (DLF
more than 75 years. Its activities cover all Cyber City Developers Ltd.). The organization
aspects of real estate development from caters to two major operational models: asset
land identification and acquisition to design, development and asset management.
execution, construction, project marketing, etc.
DLF continues to contribute towards India’s In the previous year, DLF was recognized
socio-economic progress and sustainable globally for its sustainability performance
urbanization with a diverse portfolio of assets as a member of Dow Jones Sustainability
such as offices, apartments, shopping malls, Index (DJSI) by S&P Global in the emerging
and recreational spaces. markets category for the second consecutive
year. DLF continued to be the only Indian real
DLF has contributed significantly to the estate company to be included in the index.
transformation of urban spaces, shopping, In addition, DLF was also awarded sector
retail complexes, and residential areas. leader 2021 and 5- star rating by GRESB. DLF
Headquartered in Gurgaon, DLF has developed continues to be a constituent in FTSE4Good
more than 150 real estate projects spread over Emerging Index as well.
an area more than 330 msf across the country.
Operational rental portfolio across the group
is currently 40 msf (approximately) and is well
complemented by a strong development
pipeline. DLF continues to steadily scale up its
operations in the residential business.

Sustainability Report 2021-22 7

DLF Gateway Tower, DLF Cybercity, Gurugram
Performance

HIGHLIGHTS
2021 – 2022

1 2 3 4 5
Recognised as Consistent ongoing
5-star rating for Installation of Alignment to
a member of contribution
GRESB and a MERV-14 filters TCFD framework
DJSI Emerging towards eleven
sector Leader across office to streamline
Markets for the 2nd UN Sustainable
in 2021 portfolio climate action
Consecutive Year Development Goals

Total
LEED Platinum
British Safety LEED Zero Water INR 15.9 cr
Certified
Council Certifications allocated to
area is approx.
Swords of Honor through USGBC CSR initivaitves
39 million sq. ft.
through USGBC

6 7 8 9

Sustainability Report 2021-22 8

SNAPSHOT OF DLF

DLF Cybercity, Foot over bridge

Awards &
Recognitions
In the field of managing and developing real estate, DLF has been working nonstop. We have established
ourselves as leaders in our sector over the past seven decades. Our efforts in several programmes were
suitably acknowledged throughout the year. The accolades and recognitions we won in the previous year are
a testament to our efforts in ensuring that each one of our customers has a positive experience while also
demonstrating our dedication to sustainable business practices.

DLF Cyber City, Gurugram has achieved

World’s highest recognition of

LEED for Cities & Communities
in Platinum Category 17 Sword of COVID-19 Assurance
Honour Awards Statement
from U.S. Green Building
Council (USGBC)

DLF is the first developer in the world to

achieve this platinum certification for Cities British Safety Council British Safety Council
& Communities.

WELL Health- Popular

Safety Rating LEED Platinum in Destination of
LEED Zero for Facility Operation and the Year
water Operations and Maintenance Awarded to:
Management Category DLF Avenue

through USGBC International WELL Building United States Green Building India Fashion Awards 2021
Institute (IWBI) Council (USGBC)

Sustainability Report 2021-22 10

 Most Admired Best
Shopping Centre: Brand Luxury Hotel Favourite CSR Leadership
Turnaround Story Transformation of in India Indian Hotel for Award 2020
Award the Year – India Awarded to: Design for best COVID-19
Awarded to: The Lodhi relief work
DLF Avenue

IMAGES Shopping Centre Retail Asia Awards 2021 Travel+Leisure India’s Condé Nast Traveller Readers’ The Economic Times World CSR
Awards 2021 Best Awards Travel Awards Congress

Certificate of CSR Project in

One of India’s Best Unstinting Support Certificate of
appreciation for COVID Category
Leaders in Times of to Police in Fighting Appreciation – T-SIG
valuable contribution – Outstanding
Crisis 2021 the COVID-19 COVID-19 Warriors
in combating the Work During COVID
Pandemic Recognition
COVID-19 Pandemic

Hon’ble Governor of Haryana Great Place to Work Institute CSR Times Award 2021 Police Commissionerate, Gautam Telangana Social Impact Group
Budh Nagar, Uttar Pradesh (T-SIG)

Most Admired Most national

Most Environment The Developer
CSR – Compliant Environment- award for
Friendly of the year –
Philanthropist Friendly excellence
Commercial Space Commercial for
Shopping Centre of Commercial / in water
of the Year DLF Assets Limited
the Year Office Space

13th Realty+ Conclave & 13th Realty+ Conclave & MAPIC India 2022 14th Realty+ Conclave & Confederation of
Excellence Awards 2021 (South) Excellence Awards 2021 (South) Excellence Awards 2022 (East) Indian Industry (CII)

Sustainability Report 2021-22 11

Economic
PERFORMANCE
Our business exhibited strong performance
during the fiscal. Strong delivery in line with For the fiscal years 2021-22 and 2020-21, respectively, the total
our guidance across all parameters. We
remain committed to achieving consistent
comprehensive income attributable to equity shareholders was
delivery of our business goals. Our sustained INR 1513 crore and 1097 crore.
growth is supported by our solid financial
performance. On a consolidated basis,
A few more Financial Highlights in Financial Highlights for the reporting period of
revenue for FY 2021–22 was Rs. 6,138 crores, a
the reporting period for DLF Limited FY 2021-22 for DLF Cyber City Developers Limited
3% increase from Rs. 5,945 crores in the prior
(Consolidated) (Consolidated) have been mentioned below:
year.
 The earnings before interest, taxes,  Rental income grew 10% year-on-year;
Housing Demand continues to exhibit a depreciation, and amortization supported by a 67% rebound in retail income
structural upswing across segments and (EBITDA) stood at Rs 2,163 crore,
 Consolidated Revenue of Rs 4,533 crore as
geographies. Residential business exhibited reflecting a year-on-year increase of 11%;
compared to Rs 4,385 crore last year, reflecting
a record performance in the fiscal with New Margins improved by 200 bps
a 3% year-on-year growth
Sales bookings of Rs 7,273 crore, reflecting
 Net Profit at Rs 1,513 crore, reflecting a
a Y-o-Y growth of 136%. The office business  The earnings before interest, taxes,
year-on-year growth of 38%; driven by
delivered strong collections at 100%. We depreciation, and amortization (EBITDA) stood
higher EBITDA margins
continue to witness a gradual ramp-up in at Rs 3,488 crore as compared to Rs 3,417 crore
the return of occupiers to their workplaces  The Board recommended a dividend last year, Y-o-Y growth of 2%
and expect these trends to further improve of Rs 3 per share for the approval of the
 Net Profit at Rs 1,002 crore, reflecting year-on-
in the next few months. shareholders; 150% as compared to last
year growth of 10%.
year.

Sustainability Report 2021-22 12

DLF’s credit rating was upgraded to AA- with a stable outlook by ICRA and
CRISIL. DCCDL has been assigned AA rating with a stable outlook by ICRA

The Company maintains a strong and healthy balance sheet with a net
worth of ₹ 36,382 crore and a healthy leverage ratio owing to low leverage
of the Group at 0.07.

The revenue generated was Rs 6138 crores in FY 2021-22 as opposed to Rs

5945 crores last year. The operational cost was Rs 3975 crores and Net debt
was Rs 2680 crores in FY 2021-22 as compared to Rs 3163 crores and Rs
4885 crores in FY 2020-21 respectively.

1.87%
4.80% Others (includes other Finan-
Resident Individuals - cial Institutions, QIB,Bodies
Public Corporates, Clearing members,
Employees etc.)

2.99%
Mutual funds
Shareholding
Percentage as
on
31st March 2022

15.39%
Foreign Portfolio 74.95%
Investments/ Foreign
Promoter &
Institutional Investors Promoter Group View of DLF Golf & Country Club, Gurugram

Sustainability Report 2021-22 13

Fire & Safety Drill at DLF
Sustainability Cyber
Report CIty Gurugram
2021-22 14
SUSTAINABILITY
APPROACH

The Lodhi, New Delhi

Our Approach to
Sustainability
Every business must understand the ESG issues that are To strengthen our ESG performance we
relevant to their operations. The right approach towards ESG Every action we make considers
continue our 3R approach:
can enhance and reinforce long-term performance. ESG issues. The following are our
 Resilient Business ESG goals for managing the key
DLF is known for being the forefront for transforming large  Responsible Operations impact areas:
urban landscapes of India with best in-class buildings,
 Reliable Engagements  Ensuring compliance to all the
hence it has the responsibility to create sustained value for
all stakeholders. DLF being a purpose and a sustainable led regulatory requirements
Our commitment to making tangible
business is conscious of the needs of all its stakeholders. We contribution to communities and  Ensuring board oversight of
aim to build and create a sustainable environment that has environment is governed by our policies matters related to ESG.
a positive impact on our planet, a lasting contribution to our and long-term targets.  Reducing the harmful effects on
communities and provides an exceptional experience to our
We have a well-defined environment the environment
people now, and in future.
policy and implement a Corporate Social  Enhancing the efficient use of
Our sustainable strategy is centered around three key pillars: Responsibility (CSR) Policy to integrate resources, such as water and
economic, environmental, and social electricity
objectives with operations and growth for
 Enhancing the use of renewable
the common good.
energy
We are focused and determined to  Ensuring the health and
Sustainable Environmental Social constantly create safer workplaces, wellbeing of all parties involved,
Business Stewardship Stewardship green and intelligent buildings, energy- including the community, our
efficient and smarter cities for sustainable renters, and consumers
ecosystems across our developments.

Sustainability Report 2021-22 16

Creating value & alignment with UN SDGs
The United Nations introduced the Sustainable Development Goals globally agreed sustainability principles and nationally determined
(SDGs). These are a set of 17 global development objectives which contributions.
aims at tackling the most pressing issues by the year 2030.Nation has
already started devising the policies and strategies for the same and DLF knows it can play an important role in building India’s strength
the corporates are expected to catalyse the efforts. by contributing to designing of sustainable cities and infrastructure.
We have aligned our work with the most relevant SDGs and are
At DLF, we have started to define and formulate the responsibilities developing indicators to map our performance towards these goals.
in accordance to the SDGs to align our strategic goals with

SDG 11: Our business involves development of urban spaces in the form of integrated ecosystems comprising
Sustainable Cities and residential, commercial, and retail properties which offer the best design, safety standards and sustainable
Communities ecosystems

SDG 13: We are aware of the risk presented by climate change to our business operations and assess the potential
Climate Action physical and transitional risks associated with it. We continue to integrate the TCFD framework in our business
strategy to streamline our climate action. Our focus remains on creating sustainable assets.

SDG 12: To reduce emissions due to transport and logistics, DLF promotes local sourcing of raw materials within the
Responsible organization and its supply chain partners.
Consumption and
Production
SDG 10: We ensure inclusive design of our buildings to accommodate people with special abilities. We even promote
Reduced gender diversity and inter-generational among our workforces.
Inequalities

SDG 8: We are committed to upgrading the skills and performance of our employees. We have a planned system for
Decent Work and feedback on performance, rewards, and recognition. Also, we strive to maintain the highest levels of health
Economic Growth and safety for all our stakeholders.

Sustainability Report 2021-22 17

 SDG 6: We practice effective management of water quality and usage across the lifecycle of our assets. We ensure
Clean Water And water is recycled and reused wherever possible and apply the 4R principle across all our projects.
Sanitation

SDG 5: Through our CSR programmes, gender equality is promoted. Quality is ensured at all phases of the
Gender Equality employee life cycle. We ensure equality in communities we operate in, such as the CSR initiatives for women
empowerment like enhancing women safety and awareness sessions.

SDG 3: We have a well-defined health safety and environment policy and Safety Management System (SMS).
Good Health and
Wellbeing

SDG 9: DLF enables best practices in terms of design expertise, technology, advanced safety systems, and
Industry, Innovation, And sustainability across its portfolio:
Infrastructure  An integrated mix of office spaces including food and beverage as well as leisure amenities.
 Residences in master-planned neighborhoods and exceptional high rises designed with a customer-
centric approach.
 Innovative structures that have helped transformed the way people interact, connect, and experience
the retail landscape.

SDG 7: We are committed to reducing the dependence on conventional sources of energy and increasing the
Affordable And Clean share of renewable energy across our portfolio. In our pursuit to increase our renewable energy mix, we have
Energy installed solar panels at all our rental assets.

SDG 4: Different kinds of social programs are undertaken under our community initiatives including health,
Quality Education education, social infrastructure, skilling, and employment. Initiatives regarding education are focused on
students from economically weaker backgrounds, school infrastructure up-gradation and digitization of
education.

Sustainability Report 2021-22 18

Sustainability Report 2021-22 DLF Golf Links, DLF 19
5, Gurugram
Stakeholder
ENGAGEMENT
At DLF, we believe that engaging with our stakeholders is paramount Our stakeholders are identified and prioritized based on specific criteria,
in enhancing stakeholder value and nurturing relationships. Our goal which are as follows:
is to consistently enhance value for our stakeholders. To meet this goal
DLF has established stakeholder engagement process, which focuses on  Stakeholders that are affected by the activities of our company
promoting collaborative and mutually beneficial engagement through either directly or indirectly.
wide variety of activities and communication channels. We strive for
 Stakeholders that have an impact on our business.
productive relationships with all our stakeholders, who are critical to the
Company’s success.

The below table consists of the various categories of stakeholders, the mode of interaction for each group, the level of interactions undertaken, and the
key issues discussed.

Stakeholder group Mode of engagement/communication Key topics of concern raised

Investors  Annual General meetings  Economic performance and growth

 Website, periodic disclosures including Quarterly presentations  Competition, market, and other risks
 Pro-active interactions through meetings and conferences  Dividend payments
 Press releases and newsletters
Employees  Employee newsletters, Intranet portal  Career advancement opportunities
 Trainings Performance review meetings  Health and safety
 Emails, and other written communication  Training and development
 Cultural events  Transparent communication and grievance
 Various functional committee meetings redressal
 Performance evaluation Rewards and
recognition

Sustainability Report 2021-22 20

 Stakeholder group Mode of engagement/communication Key topics of concern raised

Customers  Direct customer calls  Assured quality

 Complaint handling and feedback  Timely delivery
 Grievance redressal

Community  Community meetings and visits  Land degradation

 CSR interventions and initiatives  Local infrastructure facilities
 Awareness camps  Providing employment
 Impact on communities
Contractors  Periodical reviews  Pricing and payment terms
 Meetings  Delivery time
 Regular interaction

Government  Annual report  Regulatory compliance

 Communication with regulatory bodies  CSR activities and compliance of spending
 Formal dialogues

DLF is also associated with various trade bodies, chambers and associations such as:
 Confederation of Real Estate Developers Associations of India
 Federation of Indian Chambers of Commers and Industry (FICCI)
(CREDAI)
 Associated Chambers of Commerce of India (ASSOCHAM)
 National Real Estate Development Council (NAREDCO)
 PHD Chamber of Commerce and Industry (PHDCCI)
 National Association of Software and Service Companies
 Asia Pacific Real Estate Association (APREA) (NASSCOM)

We constantly engage through these trade bodies to advocate sector specific policy reforms and improved transparency and governance.

Sustainability Report 2021-22 21

Materiality
ASSESSMENT
Materiality is the principle of defining the Approach taken to finalize the Material Topics at DLF:
sustainability topics that matter most to an
organization’s business and their stakeholders.  Identification of Material Topics: A comprehensive desk review is
Materiality enables the organizations to identify and undertaken to identify a set of material topics relevant for the real
prioritize ESG issues that impact their business. estate sector. This includes review of current and emerging industry
trends, business risks and priorities and practices of peer companies. A
At DLF, our ESG strategy is shaped by our material preliminary list of material topics is identified based on this assessment.
priorities/ issues that impacts our business’s long-
term success. We conduct a comprehensive  Stakeholder Engagement: Key internal and external stakeholder groups
materiality assessment periodically to re-evaluate and are identified and consulted with, in order to seek their feedback for
prioritise our material topics. The process is centred prioritizing the identified material topics and incorporate their concerns
at the intersection of organisational relevance and and expectations in the materiality assessment.
stakeholder priorities.
 Data Analysis: Insights gathered through stakeholder engagement are
The key issues are identified by engaging the analyzed and synthesized with the findings from desk review to develop
internal as well as the external stakeholders, and the materiality matrix and arrive at the final list of material topics,
benchmarking against the industry peers. categorized as per level of priority.

Prioritisation of these material topics is guided by the The identified material topics are then mapped on a matrix to list the
management, to align with the company’s overall ESG aspects, based on their significance to both the stakeholders and the
business goals and objectives. company. The materiality map helps facilitate informed decision-making in
our efforts to integrate sustainability within DLF’s business strategy.

Sustainability Report 2021-22 22

 DLF Material Topics

GOVERNANCE
ENVIRONMENT
 Corporate Governance
 Climate Change Impacts
 Economic Performance
 Water & Wastewater
Management  Business Ethics

 Energy Efficiency  Sustainable Construction

 GHG Emission Reduction  Sustainable Supply Chain

 Resource Efficiency & Waste

Management
 Biodiversity Protection &
ESG
Conservation

SOCIAL
 Health, Safety & Security
 Employee Engagement &
Development
 Diversity and Inclusion
 Human Rights
 Customer Engagement
 Community Engagement
 Wellness

Sustainability Report 2021-22 23

Targets &
COMMITMENTS
To emerge as a sustainability steward, we have defined targets that support our
commitment to being more resilient, responsible, and reliable. These targets are aligned
with our material issues which allow us to monitor our ESG progress to consistently
improve our performance.

Environmental Stewardship:

 While designing and developing new buildings, ensuring their compliance with the
green building certification guidelines.
 By 2030, to reduce energy intensity in our rental Assets (energy consumption per
square foot of rental portfolio) by 15% using FY 2019-20 as the baseline.
 By 2025, increase renewable energy intensity in our rental assets by 20% using FY
2019-20 as baseline.
 By 2025, reduce water intensity in our rental assets (freshwater consumption per
square foot of rental portfolio) by 10% using FY 2019-20 as baseline.

Social Stewardship:
 To ensure zero harm each year, i.e., zero fatalities resulting from our operations, each
year, including both operation and maintenance of our portfolio and development of
our assets (construction).

Sustainable Business:
 Ensure compliance with all regulatory requirements.
 By 2030, ensure that at least 90% of our total rental portfolio is Green Building
certified.

Sustainability Report 2021-22 24

GOVERNANCE

DLF Cyber Hub, Gurugram

Corporate
GOVERNANCE
With the goal of achieving continuous,
DLF has established strong governance
competitive, responsive growth and creating
practices and continues to strengthen its
We will remain one of the
long-term stakeholder value, DLF’s Board and industry’s top firms, the Board
position as a good corporate citizen by adopting
management are committed to the highest
all the procedures prescribed by the SEBI believes, by combining the
standards of accountability, transparency, social
responsiveness, operational efficiency, and good
Listing Regulations. DLF is certified to ISO 9001: greatest ethical standards with
Quality Management System ensuring constant our unrivalled brand, knowledge,
ethics.
improvement of the core business area of the and skill.
The Company is dedicated to good corporate organization.
governance and compliance with all applicable The Board represents an ideal blend of skill,
Our governance structure and policies are built knowledge, and experience, allowing it to
laws and regulations. DLF’s approach to
with processes and internal controls in mind, provide effective leadership for the attainment of
successful governance is evident in the Board’s
so that we can grow more robust in the future. our long-term objective while also maintaining
dedication to ensuring that the company
The Board of Directors is appointed by DLF’s the highest governance standards. Our Board
has the right culture and systems in place
shareholders. The Board has established several of Directors now consists of 14 members, 7 of
to manage risk while upholding the highest
committees to help it carry out its obligations whom are independent. Mr. Rajiv Singh presided
standards of ethics, justice, and equality. We
effectively. All committees have a secretary, over the Board, while Mr. Ved Kumar Jain was
will remain one of the industry’s top firms, the
which is the Company Secretary. The Chairman named as the Lead Independent Director.
Board believes, by combining the greatest
provides the Board with strategic direction
ethical standards with our unrivalled brand, During the reporting period, the Board met
and guidance. The Board has given the Chief
knowledge, and skill. Good governance, four times. Our board members are skilled and
Executive Officer(s) and a group of senior
according to the Board, is also critical for knowledgeable in the economic, environmental,
executives’ individual authority over day-to-
maintaining and strengthening stakeholder and social realms, all of which have an impact on
day operations, with commensurate roles and
trust. The Company views governance as a the firm.
responsibilities.
stewardship, a philosophy to promote, a value to
treasure, and an ideology to live.

Sustainability Report 2021-22 26

Board of
DIRECTORS
Executive Directors
The Nomination and Remuneration Audit Committees
 Mr. Rajiv Singh, Chairman Committee develops our Nomination and
 Mr. Ashok Kumar Tyagi, CEO, and Whole- Remuneration Policy, which governs the By supervising the financial reporting
time Director appointment and remuneration of the process, the audit committee, led by an
 Mr. Devinder Singh, CEO, and Whole-time Board. The Directors conduct an annual Independent Director, monitors, and
Director performance appraisal of the Board of assures the Board of Directors of the
Directors and other key management staff existence of an effective internal control
Non-executive & Non-Independent Directors in compliance with the Companies Act environment.
 Ms. Pia Singh of 2013 and the Listing Regulations. Our
annual report for FY 2021-22 contains more
Corporate Governance
 Mr. G.S. Talwar
information on performance evaluation and
Committee
 Ms. Savitri Devi Singh, (w.e.f. 11.06.2021)
its outcomes. This committee promotes the best-in-class
 Ms. Anushka Singh, (w.e.f. 11.06.2021)
corporate governance procedures now in
At DLF, the leadership oversight for ESG
Independent Directors use around the world for adoption, as well
areas is part of the organisation structure and
as analyzing audit reports and making
 Mr. Ved Kumar Jain, governance framework that is accountable
recommendations for improvements.
Lead Independent Director for overall business operations. Several
 Mr. Pramod Bhasin committees have been constituted to analyse Corporate Social Responsibility
and evaluate the organization’s position on Committee
 Mr. Rajiv Krishan Luthra
issues that are vital to our operations. The
 Lt. Gen. Aditya Singh (Retd.) committees report to the company’s Board This committee develops and monitors
 Mr. A.S. Minocha of Directors on a regular basis to assess the the organization’s Corporate Social
 Mr. Vivek Mehra risks and possibilities in each domain. The Responsibility (CSR) projects.
following are the details of the committees:
 Ms. Priya Paul

Sustainability Report 2021-22 27

Finance Committee
This committee looks at the company’s
financial policies, strategies, and capital
structure, as well as working capital,
cash flow management, banking, and
cash management, as well as operations
authorization.

Risk Management
Committee
Risk Management Committee is
responsible for framing, implementing,
monitoring the risk management plan/
policy including ESG and ensuring its
effectiveness for the Company in line
with the SEBI Listing Regulations.

Risk evaluation and its management

is an on-going process within the
organisation. The Company has a
robust risk management framework
to identify, evaluate, mitigate, monitor,
and minimize risks to achieve business
objectives.

Stakeholder Relationship
Committee
This committee addresses security
holders’ issues and evaluates measures
made to ensure that shareholders can
exercise their voting rights effectively,
conform to service standards, and limit
the number of unclaimed dividends.

Sustainability Report 2021-22 28

Business
ETHICS
DLF believes that to maintain economic The Company’s Code of Business
value, a strong and robust basis of ethics Conduct reaffirms our commitment
and accountability is required. As a result,
to operate with the highest level of
we’ve worked hard to go above and beyond
legal obligations, ensuring that policies and
integrity, building on the Company’s
processes supporting responsible business history of fair, transparent, and
practices are followed to the letter. ethical governance processes.

The Company’s Code of Business Conduct on matters including conflict of interest,

reaffirms our commitment to operate with acceptance of positions of responsibility,
the highest level of integrity, building on the treatment of business opportunities.
Company’s history of fair, transparent, and
ethical governance processes. It establishes Our Code of Conduct forbids bribes,
a framework for expected ethical conduct kickbacks, and improper payments, as well
and behavior among employees and other as discrimination, anti-competitive acts, and
individuals associated with the Company. To insider trading. The Company has put in place
guarantee effective adherence to the Code of required measures as part of its corporate
Conduct, all divisions and group companies governance framework and Code of Conduct to
have systemically defined responsibilities, avoid any conflicts of interest.
accountabilities, and reporting lines. The The Code of Conduct (Code) is applicable to
Company has in place Code including all Directors and employees of the Company
duties of Independent Directors. The Code is including its subsidiaries, suppliers and
comprehensive and ensures good governance contractors. Employees are also required to
and provides for ethical standards of conduct undergo an annual training on the Code of
Conduct to enhance their understanding

Sustainability Report 2021-22 29

of the same and to commit to inculcate the Audit Committee on a regular basis. During and bribery, wherein corruption and bribery
principles defined in it. Ensuring compliance the reporting year, there were no violations or are punishable offences. The Company’s
to the Code of Conduct forms an essential part breaches to our code of conduct. Directors and employees are expected to be
of employee performance evaluation and any aware of applicable laws and shall not offer or
misconduct is taken into account, which can The Company has also created a robust and accept bribe in any form including improper
impact employee appraisals, performance integrated compliance framework to give payments or kickback as well as discourage
rewards and remuneration. DLF’s Whistleblower management and the Board reasonable any improper behavior that seeks to gain an
Policy permits employees, contractors, and certainty regarding the effectiveness of its advantage through unlawful means. Company
vendors to file a complaint without fear of compliance management systems. For more does not undertake any political contributions
retaliation to ensure proper application of effective internal control, the compliance or charitable donations for receiving business
its Code of Conduct. The Company follows management systems are being automated. advantage. In addition, any political or
a systematic mechanism to handle and Independent verification of compliance system charitable donations made by the company, are
examine such complaints, and in the event of is undertaken through external verification undertaken in accordance with applicable laws
substantiated violations, the Company takes agencies. and regulations post receiving approval from
disciplinary action, which may include warnings, the board of the company. All such relevant
As per the Code of Conduct, all employees
counselling, penalties, and even termination of expenditure requires to be fully documented,
must comply with the applicable laws of the
employees, depending on the severity of the recorded in the company’s records and publicly
country which includes prevention of corruption
violation. Such misbehavior is reported to the reported.

Clubhouse at The Camellias, DLF5, Gurugram

Sustainability Report 2021-22 30

Risk & Opportunity
MANAGEMENT
At DLF, risk management has always been committee met twice during the financial The Internal Audit team
an important aspect of the company’s year to identify and evaluate various risks and
operations. From a technological and regulatory
(IA) oversees reviewing and
mitigation strategies.
standpoint, the markets in which we operate providing independent
are subject to increasing competition and The Board of Directors oversees the risk assurance on the Risk
evolution. We have a well-defined centralized management committee’s implementation Management process’ overall
risk management framework that focuses on of the risk management framework. Regular
efficacy and efficiency.
developing a comprehensive risk profile that risk management training is provided to all
helps us understand our risks and manage board of directors. The Internal Audit team (IA) hazards as well as implementing risk
uncertainties, identify, and pursue sound oversees reviewing and providing independent mitigation plans. We identify pertinent
business opportunities including various assurance on the Risk Management process’ risks that may jeopardize our objectives’
aspects of ESG, and improve compliance overall efficacy and efficiency. While all risks achievement during risk identification. We
with corporate governance guidelines and cannot be audited, the Audit Committee examine the relative priority of each risk
regulations. We keep a close eye on how or the Risk Management Committee may in risk prioritization to select the risks that
we’re doing in terms of various risk areas. We entrust Corporate Internal Audit, External matter (‘RTM’). This also includes thinking
evaluate leading risk management standards Audit, Insurance, or any other function(s) to about the risk’s possible impact and chance of
and practices when creating and developing a offer independent assurance on the success of recurrence. Our risk mitigation programmes
defined risk management approach. stated risk mitigation procedures for selected entail the creation and implementation of
areas. Furthermore, these functions may activities that aid in the reduction of risks to a
Risk Management Committee of the Board is uncover additional hazards because of their manageable level. This entails assessing the
responsible for reviewing the implementation frequent audit/fieldwork at various levels, which current maturity of the management process
of the risk management framework across will be used as input for the subsequent risk to mitigate risks and improve it. We officially
the organization, reviewing risk assessments, identification and assessment process. identify risk ownership, mitigation activities,
monitoring the results of risk management responsibilities, and milestones for the risks
plans and reporting on the efficacy of risk Our risk management system focuses on
that matter.
management to the Board of Directors. The assessing (i.e., identifying and prioritizing)

Sustainability Report 2021-22 31

The real estate industry’s transition, which has seen rapid technology advancement and innovation, Mitigation Measures:
necessitates the adoption of new, agile, and adaptable business models. We live at a period where
physical and transition risks due to climate change are increasing because of businesses’ exposure Strengthening our culture of innovation and
to climate related regulations, market changes and extreme weather events.At DLF, we strive deepening our customer insights to stay up
to build our deeper understanding of these risks by conducting periodic risk assessments w.r.t to date with customer demands and lifestyle
climate change for our operations thereby charting a more sustainable, equitable and prosperous choices. In order to do so, we have undertaken
future. In order to manage climate change impact on the real estate landscape, we have adopted the following measures:
a framework that explicitly represents the main relationship between scenario variables and
 Conducting periodic comprehensive
the types of risks and opportunities there by clearly articulating the operational approaches to
customer studies to capture and analyze
managing them, comprising of mitigation and adaptation measures. Our approach to assessing
customer feedback, benchmarking
the material impact of physical risks comprises of three broad phases, i.e.
against leading/ best-in class practices,
(1) Screening of our assets that are in range of weather hazards to prioritize deeper investigation measuring quality and identifying specific
on the high-risk assets and charting out a mitigation strategy. improvement areas. Following a formal
(2) Assessing the various type of impacts of weather hazards that drive our asset value. process for customer management, which
includes:
(3) Investigating and assessing asset level material hazards which impact our asset value due to
climate change and extreme weather events. o Customer touch points,
communication and response
Emerging Risks:
procedures (prospect, handover and
1. Meeting future customer and societal demands. operational requirements Service
Levels/ Turn-around time defined
to respond to customer queries/
Type Detail Potential Impact
complaints as part of our robust
Demand With changing customer preferences We acknowledge the need to develop customer complaint handling and
Risk and community expectations, our ability assets that meet future customer escalation management process)
to meet future customer demand and and societal demands. This is crucial
remain competitive may be subject to risk to the sustainability of our business, o Defining emergency response
in the coming years. With the changing and the inability to do so will directly procedures and testing them on a
demographics in India and increasing impact our market share and financial periodic basis.
population of more environmentally performance.
and socially conscious millennials, our
products need to continually evolve to
deliver experiences that meet the changing
mindsets and lifestyles.

Sustainability Report 2021-22 32

 o Formalizing the process for cross- Type Detail Potential Impact
functional reviews on customer issues,
not only for their timely resolution, but Transition Policy and Legal Risk  Increased operating costs due
also for devising strategies for their Risks Regulations to address climate change are to increased regulatory and
minimization. fast evolving and can pose more stringent compliance requirements, such
requirements such as emission reporting as new disclosure requirements
 Creating sustainable communities and obligations, tougher building standards,  Additional capital investment to
assets, resilient to changes in climate. carbon pricing etc. which might interfere comply with stricter regulation
with the realization of our operational,
 Enhancing our design excellence and financial and compliance objectives.
providing greater functionality and value
for money that meet the demands of our Market Risk  Reduced economic activity in
diverse customer groups. The risk stems from the possibility that vulnerable markets
markets vulnerable to climate change  Reduced occupier demand for
 Strengthening measures to account will become less desirable over time. This properties and reduced asset
for the socio- economic impact of our is especially expected in case of coastal value
development projects on the community regions.
in the planning and pre-construction
Risk of Resource Availability  Increased costs and reduced net
phases. For instance, assessing Livability
Changes in the availability of key resources operating income due to higher
score for our portfolio.
such as energy and water, including water prices
2. Climate Change Related Risks: scarcity.  Additional capital expenditures to
adapt buildings to operate with
Extreme events and change in climate exposes alternative resources
us to prolonged unavailability of assets and
infrastructure, cost of restoration and impact
Reputational Risk  Risk to company brand and
on customer buying behavior. As we grow, we
Growing stakeholder preference to work reputation if no action is taken
aim to develop a strong risk averse strategy that
with companies incorporating climate risk  Lower liquidity and/or reduced
helps in hedging our performance on climate
into investment decisions, and consumer attractiveness of assets that
change related risks. We conduct a portfolio
preference for real estate properties have not incorporated climate
assessment of our assets by developing
incorporating climate mitigation. mitigation
mitigation plans for transition and physical risks
of climate change and extreme weather events.

Sustainability Report 2021-22 33

 Type Detail Potential Impact We seek to map physical risks
Physical Catastrophic Events  Costs to repair or replace for current portfolios and future
Risks Increased severity of extreme weather events damaged or destroyed assets; development projects, then
such as floods, cyclones, earthquakes etc. value impairment add physical adaptation and
 Property downtime and business mitigation measures for assets
disruption that may be at danger.
 Potential for increased insurance  We have reduced our energy consumption
costs or reduced insurance through measures such as use of energy
efficient lighting and equipment, use of
HVAC systems, etc.
Changes in Weather Patterns  Potential for increased insurance
Rising mean temperatures, rising sea levels costs or reduced insurance  All our buildings are designed for a seismic
and increase in precipitation. availability zone higher than the zone of the area
 Increased wear and tear on or that they are built in, to ensure greater
damage to buildings, leading to resilience in the event of an earthquake.
increased maintenance costs  Smart grid / smart building technologies
 Cost of investment in adaptation installed in our properties.
measures, such as elevating
 Automation system upgrades/
buildings or incorporating
replacements.
additional cooling methods
 Installation of high-efficiency equipment
We realize the considerable negative impact Following are some of the measures that we and appliances, such as replacement of
that climate change can have on our have taken to mitigate both transition and conventional lights with LED lights.
business, and have begun taking efforts to physical risks arising from climate change:
better understand, prepare for and respond  Wall / roof insulation in our buildings.
to the risks posed by climate change. As  We design our buildings to comply with
 Systems commissioning or retro
part of our mitigation strategy, we aim to the Green Buildings norms and be energy
commissioning in our buildings.
map physical risks for current portfolios and efficient. At the same time, we have
future development projects, followed by incorporated the use of greener energy  DLF Rental business (Standing
the incorporation of physical adaptation and for our operations, including solar energy, investments) achieved a unique milestone
mitigation measures for assets that might be at wind energy.. of “LEED Zero water” for DLF Cyber City,
risk. In addition, we aim to incorporate climate Gurugram from the U.S. Green Building
 We have adopted green energy solutions
resilience as key criterion in site selection. Council (‘USGBC’) along with DLF Cyber
through installation of rooftop solar panels.
City Chennai.

Sustainability Report 2021-22 34

The other major risks identified along with the mitigation strategies from the assessment performed in FY 2021–22 are detailed below:

Type Impact and Mitigation Strategy

Economic impact  Unprecedented impact of pandemic on the economy and business (significant uncertainty)
of pandemic on the  Developing clear action plans for safeguarding the economic impact of pandemic and ensuring effective monitoring of
business progress

Talent development  Identification & retention of critical talent in lieu of growth phase and competition (including global players / investors)
and retention -  Upskilling and development of employees on emerging technologies (digital upskilling)
Including succession
 Succession planning for key roles across the organization
planning
 Talent development and retention is key to realize the ‘New phase of growth for DLF’
 DLF being the industry leader offers easy access to talent pool
Cyber security and  Increased threat of cyber-attacks, ransomware, hacking due to remote working and data privacy laws (sensitive data
data privacy leakage & legal action by tenants)
 IT policies and infrastructure not geared up to remote working
 New normal (work from home / anywhere), significant increase in cyber-attacks and data privacy regulations
 Key IT applications have been hosted on Azure cloud
 Key functions such as finance and IT have been developed in-house
Safety, Health and  Terrorism (Offices, Malls) – inherent risk of terror attacks / threat from Non-State Actors
Environment (SHE) -  Health and safety of workers at construction site and tenants / visitors at office premises (including COVID protocols)
Including COVID
 Natural disaster, erosion of natural resources and environmental pollution
 Health and safety is one of the key priorities for DLF and core for any real estate business
 Significant SHE focusses by regulatory bodies
 The Company has a partnership with DuPont to strengthen system and processes for reducing safety incidents
 Most projects implemented by the organization are LEED- Platinum certified to ensure minimal environmental impact

Sustainability Report 2021-22 35

 Type Impact and Mitigation Strategy
Regulatory  Delayed project approvals and compliance by third party subcontractors / service providers (Principal employer
Compliance obligations)
(Including RERA and  Compliance with central, state, and municipal laws & regulatory guidelines (such as new Labor code, NGT, construction
Project Approvals) approvals, COVID guidelines, SEBI)
 Frequent changes in laws and regulations, decentralization of business and RERA obligations (change in strategy i.e.,
sale of residential units during construction)
 DLF engages with professional consultants to evaluate the existing systems and processes in accordance with the
applicable laws and regulations to identify gaps and areas for improvement for strengthening compliance
Project Management  Effective use of emerging technologies to control cost and accelerate speed of construction (e.g., PropTech)
(Schedule and Cost)  High dependence on external sub-contractors (scarcity of labor)
 Increase in cost of construction due to government policies (e.g., social security)
 Several new projects envisaged across geographies in the ‘New phase of growth for DLF’
 DLF engages with national and international organizations to ensure that the quality, cost, and timelines of projects are
maintained
 DLF also conducts routine audits to ensure that project modalities are in line with organizational commitments
Innovation and  Disruptive / innovative business models to address current / future needs of customers and portfolio diversification
Diversification  Newer business models explored by clients to reconfigure their business post pandemic (such as Co-working, pay per
seat, flexible workspace and managed office spaces)
 Fast changing business models and customer preferences (asset light models, speed of delivery, millennials population)

Environmental, Social  Creating and managing long term value for stakeholders through an effective ESG framework
and Governance  Regulatory policies and disclosure requirements (likely enforcement by regulators / government - ESG is gaining
(ESG) significant momentum globally)
 Growing investor interest in ESG helping to support the ‘green recovery’ agenda

Customer  Customer preferences and needs not assessed appropriately leading to mismatch in expectations
Management  Brand standards not defined or complied to while dealing with customers
 Frequent changes in the customer’s profile (millennials) and preferences (flexi work environment and vibrant spaces)

Sustainability Report 2021-22 36

Sustainable
CONSTRUCTION
DLF is dedicated to responsibly sourcing wood, and bamboo. Interior finishes for several We also have ISO 14001 Certification for many
fundamental building supplies and materials. of DLF’s projects use composite or engineered of our buildings. Apart from this we maintain
It is well understood that environmental wood. Wherever possible, we use FSC-certified a level of health & safety and have been given
& ethical sourcing, health consequences, wood. Furthermore, we believe in obtaining as ISO 45001 Certification for the same, as well as
and resource efficiency are all factors to be much locally extracted and recovered material ISO 9001 Certification for our effective quality
considered. Construction supply networks, on as feasible. management system.
the other hand, are frequently fragmented and
temporary. We design and build cutting-edge, The following was the material consumption in
environmentally friendly homes that exceed our the reporting period: Welding rods was about
clients’ expectations. 585 MT, cement at 9044 MT, ready-mix concrete
was 18875 MT, TMT was 6443 vMT with Mortal
We take up in-depth interactions with consumption at around 98 MT. The amount of
specialist contractors to influence design and ply board used was 2155 sq. m. Around 16100
specification from the beginning itself, and we solid blocks and 67740 fly ash bricks were also
request information from suppliers to promote used.
openness in our decision-making across our
development pipelines. Furthermore, we are committed to ensuring
that a significant portion of our developments
Wherever possible, we use natural low- meet Green Building Standards and are energy
carbon materials that can be found locally efficient. At the same time, we’ve embraced the
for our material finishes. DLF promotes the usage of more environmentally friendly energy
use of certified wood as well as other more in our operations. Our rental portfolio is LEED
environmentally friendly wood materials and Platinum certified area is approx. 39 million sq.
products such as composite wood, engineered ft. This is for completed & operational portfolio.

Sustainability Report 2021-22 37

Sustainable
SUPPLY CHAIN
Our business strategy at DLF is to cultivate quality standards. To encourage ESG practices
We’ve developed a strong
mutually beneficial partnerships with all of our in our supply chain, we created a Supplier Code
value chain partners, including suppliers and of Conduct that establishes minimum ESG supply chain strategy that will
contractors. We’ve developed a strong supply criteria or thresholds for all our suppliers. These help us achieve our business
chain strategy that will help us achieve our requirements or thresholds cover the following goals, better service our
business goals, better service our customers, important areas: customers, and remain ahead
and remain ahead of the competition. of the competition.
 All our suppliers should ensure compliance
Our supply chain strategy is based on working with all national and local environmental  Suppliers should work to develop their
with suppliers who can help us maintain laws, regulations and permits, as own sustainable procurement policy and
competitiveness by delivering exceptional applicable to their business operations,and ensure that raw materials are procured in a
customer service while also ensuring cost- should strive toward implementing an sustainable manner.
efficiency and prudent risk management. Environmental Management System
Therefore, as part of this strategy, our priorities based on international standards such as Supplier Selection and
include partnering with suppliers who ISO 14001 Categorization
provide goods/services at supreme quality
and competitive cost, in addition to a short  Suppliers should work to establish Sustainable supply chain management is one
lead time. Furthermore, they must also have a procedures for environmental of our key material issues. We adopt a long-
strong focus on innovation, risk mitigation and improvement, such as reducing emissions term approach to managing and maintaining
agility to evolve with the dynamically changing through operations, increasing the supplier relationships through a robust set
customer needs. As a result, we continually try share of renewable energy, reducing of business procedures which guide supplier
to maintain an efficient procurement process waste production and treating waste screening, selection and engagement.
that operates under good governance and generated through operations, reducing
water consumption and adopting water  Our suppliers and contractors undergo
ensures that both we and our suppliers comply
conservation measures, and so on.; and screening at the time of selection through
with all applicable rules and regulations.
a comprehensive due diligence process
We work with suppliers whose products and  All stakeholders’ fundamental human to ascertain the commercial feasibility of
services comply with our business ethics and rights must be respected and upheld by collaboration and ensure compliances
suppliers.

Sustainability Report 2021-22 38

 to statutory laws such as the labor laws resulting in lost-time injuries or fatalities and that meet our requirements in terms of
(working conditions, minimum wages and each year. time, cost and quality of service. Largely, these
benefits, etc.) and evaluate the suppliers on include suppliers providing:
parameters such as price competitiveness,  Further, the contractors are required
quality, response time and ESG criteria to develop and implement a Site  High Value and high-volume Goods and
such as health and safety, environmental Environment Plan, including measures Services
standards, working conditions etc. to reduce adverse environmental impact
from our operations such as minimizing  Critical/Core Products and Services
 Apart from this, adherence to DLF’s air pollution, waste management and
 Non-substitutable Suppliers
Supplier Code of Conduct is also evaluated, protection of biodiversity.
which consists of guidelines on health DLF worked with 1476 tier 1 suppliers in FY 2021-
and safety, human rights, environmental  We primarily source from local suppliers,
22 with 36 significant suppliers accounting for
protection, sustainable procurement, i.e. most of our suppliers are based in India.
78% of total procurement spending.
etc. Such ESG practices are paramount The following table depicts an overview of
to ensure our business sustainability and our suppliers in the reporting year. Supply Chain Risk Assessment
enable us to contribute toward sustainable
Category of No. of Spend We closely monitor the performance of our
development. Hence, we outline such
Suppliers suppliers (INR Cr.) suppliers, especially contractors engaged for
contract clauses before enlisting any
construction and project management. These
supplier/contractor and target to empanel Contractors 1118 2194.0 suppliers are required to provide data around
100% suppliers through these contract
various ESG factors, such as health and safety,
clauses each year.
Consultants 402 163.3 labor management, resource consumption
 Health and safety are of significant and waste generation, which are monitored
priority in our own operations, as well as Total 1520 2357.3 at periodic intervals. Further, regular supplier
in our value chain. Therefore, contractors assessments are undertaken through site audits
engaged for construction of our properties Majority of our suppliers are based out of for identification and assessment of any risks in
are required to adhere to our Health and India and can be categorised into contractors the supply chain. Our approach to supplier risk
Safety Manual and appoint a Site Safety and consultants which includes project assessment is derived from our enterprise risk
Officer to implement a Site Safety Plan. management companies, manpower management framework, as depicted below:
Periodic safety audits are also conducted to contractors, material suppliers and providers of
1. Reviewing the entire business
ensure adherence to all safety guidelines, other goods and services.
environment - internal and external for
which have helped us to ensure prevention
We identify critical suppliers that are strategic identifying potential risks
of safety incidents and injuries at our
to our performance, competitive advantage and
construction sites. We aim to ensure zero 2. Classifying the various risks in terms of
market success. These are mainly suppliers with
harm for our contractors, i.e. zero incidents, probability, impact and nature
whom we have a long-standing engagement

Sustainability Report 2021-22 39

3. Developing objective measurement methodology for such risks

4. Conducting Supplier Risk Assessments and implementing corrective actions for the issues identified

At DLF, we identify potential risks in supply chain through undertaking a review of entire business environment and evaluating the existing regulatory,
market, environmental and socio-economic trends in the sector and geographies where our key suppliers operate. These risks are classified in terms
of nature, probability of occurrence and severity of impact. The prioritized potential risks are then periodically reviewed through supplier audits. Some
of these potential risks include on-site health and safety, compliance to labor laws, environmental protection, waste and wastewater management.
Periodic supplier audits are conducted through site visits, which include risk assessments to ensure compliance to statutory requirements, DLF’s
Supplier Code of Conduct and the ESG criteria outlined in supplier contracts. Any non-compliances identified are addressed through implementation
of corrective action plans, which are then periodically reviewed.In order to ensure prudent risk mitigation and ensure sustainable operations ,we target
to assess 5% fo our total tier-1 suppliers through sustainability risk assessments by FY 2024-25.

Actual Image-One Midtown, New Delhi

Sustainability Report 2021-22 40
Customer
ENGAGEMENT
DLF places a high importance on good To increase portfolio performance and reduce Our goal to continually improve the customer
customer relationships to promote client loyalty, forward lease expiration, we use an active experience drives our customer engagement.
which is critical for business continuity and leasing strategy. Our simple and easy’ lease Our operations strive to build world-class
success. As a result, one of the keys aims in is built on a common-sense strategy that urban surroundings as we endeavor to solve
all commercial operations in our subsidiaries, emphasizes creating a relationship with our our clients’ problems. To increase customer
which have entire authority to operate in clients during the lease’s execution to speed up satisfaction and engagement, we adhere to a
accordance with their competitive strategy, is to talks. Our portfolio-wide approach to forward customer satisfaction policy that includes the
ensure customer pleasure. leasing allows us to address customers’ needs following:
throughout the Group’s asset base, resulting in
DLF’s aim is to become the world’s premier higher customer retention and less downtime.  Customer feedback, questions, and
real estate company, renowned for client We cherish our customers’ comments and are complaints are handled in a prompt,
centricity and exceeding industry standards on actively involved in assessing their satisfaction, transparent, objective, and fair manner
a constant basis. Our Customer Promise guides collecting performance feedback, and while keeping complete anonymity.
our business and helps us achieve our objective gathering insights to drive innovation.
of becoming the chosen workplace partner.  Modelling our products to match customer
We understand that customers are more likely DLF’s product and service solutions are aimed expectations and needs.
to be satisfied if we listen to and address their at providing a simplified, efficient customer
 Our customer service representatives are
problems. Our customer-centric strategy is experience that increases client satisfaction with
being trained on how to handle customer
backed up by our Customer Promise, which their workplace and property management. We
feedback, questions, and complaints, as
commits us to listening to, understanding, understand that satisfied clients are more likely
well as how to efficiently meet customer
and responding to customer needs, as well as to renew their leases with us for longer periods
expectations and take the necessary
streamlining procedures and innovating to of time and refer us to their connections.
corrective and preventive action.
improve the customer experience.

Sustainability Report 2021-22 41

 A dedicated team of qualified customer that mounting concerns about energy usage
support personnel handles client and the transition to a more sustainable #EachforEqual is a movement
complaints. way of living must be addressed. Porsche, in that celebrates women and their
collaboration with DLF Emporio and Chanakya
 Following the latest industry trends and
malls, has installed e-charging stations for
accomplishments. During the
technical breakthroughs in order to week of International Women’s
charging electric and hybrid automobiles
present our consumers with a cutting-
throughout the malls. Day, the campaign included
edge experience throughout their
interaction. We will continue to gather feedback from special incentives for female
our clients, both tenants and occupiers, to customers at shopping centres.
Our tenant engagement approach also involves
continuously improve our goods and services.
building/asset communication, feedback
We have progressed from a customer
sessions with individual renters, and delivering We also keep an eye on the air quality within
satisfaction model to a one based on Net
energy and water consumption feedback to our buildings to protect the individuals who use
Promoter Score (NPS). We use top-down NPS
tenants, among other things. We also offer a them. We have devised and embraced several
methodologies to provide a comprehensive
tenant fit-out and refurbishment programme, methods aimed at maintaining cleanliness
picture of our customers’ perceptions. In
which includes assistance in reaching and minimizing pollution in accordance
FY 2021-22, tenant satisfaction survey was
minimum fit-out standards, as well as tenant with this. These operations include indoor air
conducted for our rental assets which revealed
fit-out recommendations. quality monitoring and reporting, as well as
a NPS of 50.
maintaining hygiene throughout our facilities
We cater to a diverse spectrum of customers,
We are convinced that our consumer contact and assets through regular cleaning initiatives.
from individuals to businesses. We personalize
efforts across all of our projects must answer All our offices are in the process of upgrading
our approach to ensure that they have a
to societal expectations. To engage with our to Merv-14 filters. In DLF Cybercity, e-charging
memorable experience while remaining safe
customers in a more inclusive way, we’ve stations have been installed. To improve the
and healthy. Our buildings incorporate internal
created special programmes. In addition client experience, we modify our facilities on a
green areas and water components while
to these one-of-a-kind events, each of our regular basis. Over the last few years, we’ve also
being energy and water efficient to help our
retail projects features ongoing consumer been updating our facilities to guarantee that
clients connect with nature while performing
engagement campaigns centred on a monthly all our clients receive prompt service.
business or shopping. Along with improving
theme. For example, we’ve designed festival-
interior quality and experience, DLF believes
themed advertisements.

Sustainability Report 2021-22 42

VALUING OUR
ECOSYSTEM

View of DLF Golf & Country Club, DLF 5, Gurugram

Valuing
OUR ECOSYSTEM
As we grow our footprint, we recognize the growing impact we can create in Figure 1: Performance on KPIs
protecting and enriching the environment by improving resource efficiency
and enhancing our efforts in minimizing the negative impacts. These efforts,
in our understanding, will help us not only strengthen growth parameters
but also help us create a shared value in the areas of our operations. Being Water
a responsible organization, our goal is to ensure that we are progressing Waste Stewardship
in terms of business growth whilst also conserving natural resources. Our Management
organization is in adherence to all the environmental norms that apply
and utilize environmental management practices and endeavors to drive a
performance that is above and beyond the legal mandate. We confirm that
there were no fines imposed on us on account of any non-compliance with
respect to Environmental Laws. Biodiversity Energy
Management
We aim to build a safe, sustainable, and inclusive future for all our
stakeholders and are committed to conducting our activities in a way that
supports the environment and promotes inclusive development. For this
purpose, we have undergone an assessment to identify material issues and
risks.

We have built an Environment Management System (EMS) aligned to Air Emissions

Greenhouse Gas
ISO 14001, ISO 45001 and ISO 9001 standards, applicable to the standing Emissions
investment portfolio, to control our environmental performance. TUV SUD,
SGS global auditing, and certifications service provider has audited the EMS.

Our Environmental Policy establishes our goals and provides direction for
our operations and business decisions. It establishes our values in the areas
of biodiversity, waste management, pollution control, water management,
climate change, and sustainable sourcing.

Sustainability Report 2021-22 44

Climate change and
GHG EMISSIONS
We realize that one step at a time is enough to Statistical Data of SCOPE 1 emissions (million tCO2e) According to the World Economic
slow down the rate of climate change. With this 0.010 Forum’s (WEF) Global Risk Report
0.009
in mind, we have taken a holistic approach to 0.09 2021, extreme weather, failure of
reduce emissions when designing, building, and 0.08 climate action, and human-caused
managing urban spaces. Our holistic approach 0.07 environmental damage are among
to integrating sustainable business planning 0.06 0.005 the risks could happen in the next 10
into decision-making has helped us strike a 0.05 years. We understand the growing
0.04
strategic balance between social, economic, 0.003 0.003 environmental and social challenges
0.03
and environmental aspects considerations. 0.002 posed by climate impacts on the
0.02
Emissions management is a central element 0.001 0.001 environment and their effects on our
0.01 0.0003 0.0005
of our climate change mitigation strategy. We communities and are aware of our
0
used a multi-pronged approach to emissions 2019-2020 2020-21 2021-22 role in limiting the long-term effects
management that encouraged the adoption Rental Business Development Business Hospitality Business of anthropogenic climate, consistent
of clean energy alternatives, supported energy- with the objectives of the Paris
saving measures, and offset emissions through Statistical Data of SCOPE 2 emissions (million tCO2e) Agreement.
0.25
afforestation and active land-use projects. 0.227
0.21 0.21 At DLF, we are in the process of
0.2 developing and managing our
We used a multi-pronged approach asset portfolio to incorporate all
to emissions management that 0.15 possible measures for promoting
encouraged the adoption of clean climate-resilient operations. Climate
energy alternatives, supported
0.1 risk has the potential to affect our
industry in two ways: physically,
energy-saving measures, and offset 0.05 through changing weather patterns
emissions through afforestation 0.006
0.02
0.008 0.001 or rising sea levels, or transitionally,
0.001 0
and active land-use projects. 0
through legislative changes related
2019-2020 2020-21 2021-22
to the transition to a low-carbon
Rental Business Development Business Hospitality Business

Sustainability Report 2021-22 45

economy. At DLF, we are aware of the threat We continue to integrate the Task Force on 2021–22, we made progress on several initiatives
climate change poses to our business activities. Climate-Related Financial Disclosure (TCFD) on our implementation roadmap related to
We have examined the possible impact of framework into our business strategy to further climate strategy, risk management, and metrics
physical and transitional risks associated with streamline our climate action. The TCFD and targets.
climate change and are implementing various aims at guiding companies in incorporating
strategies to adapt. We have set targets to the considerations of the effects of climate We have also linked climate change metrics
considerably reduce our carbon emissions over change into business and financial decisions to the performance review of our employees.
the next five to ten years and developed risk to help facilitate the transition to a more Our technical team, comprising 35% of the
adaptation strategies that include a variety sustainable, low-carbon economy. We had total workforce has energy saving, emission
of energy efficiency and emission reduction previously assessed our practices against reduction, and effective waste management,
methods. the recommendations and developed an among others, as part of its KRA (key
implementation roadmap for alignment. In FY responsibility areas.)

Sustainability Report 2021-22 46

Air
EMISSIONS
We monitor air emissions at our campuses and  Dust generated in situ by materials such as sand is minimized by regular watering or adequate
project sites and ensure that our emissions stay mulching.
within permissible limits. Our principal sources
 Tire washing equipment for material transport vehicles is available at the entrance and exit of
of air emission are diesel generator sets and
the concrete plant area to minimize dust outside the site boundary.
fugitive emissions during establishment phase.
To reduce pollution caused by air movement,  The speed limit for construction vehicles is limited within the construction limit of 10 km/h and
different actions are taken on our sites: is observed by security guards.

 All dust-producing construction materials  All chimneys of diesel generating sets are placed at a height and orientation so that the smoke
are transported to the job site with a does not harm the operator or the surrounding environment.
suitable cover.
 Along with these initiatives, DG exhaust stack emissions testing is performed every six months
 Water spray has been applied in dusty at all our properties.
construction sites to reduce the impact of
air pollution. We have also taken a number of initiatives to reduce pollution around our properties. The Rapid
Metro, which is electrically operated (thus environmentally friendly) is functional in Cybercity,
 Building boundaries are demarcated
Gurugram. It is directly connected to different parts of the National Capital Region (NCR) through
before construction begins and a 3m high
the Delhi metro. This mode of public transportation has helped to reduce car pollution in and
barrier is installed.
around Cybercity, while providing great convenience for employees. We also engage with e-car
 Vehicles transporting construction waste service providers for seamless last-mile connections between DLF buildings and the nearest
away from the construction site are still metro stations. We are also promoting CNG based shuttles (mass transport) to run between
covered with cloth to minimize dust when Cybercity, Gurugram and various locations in the NCR. This has reduced car pollution as well as
traffic congestion. Carpooling, promoted via mobile devices are widely used by the occupants of
moving.
the buildings, which has helped to reduce traffic congestion, fuel consumption and their carbon
 All dusty construction materials such as footprints.
cement are stored in construction sites to
minimize dust.

Sustainability Report 2021-22 47

STP DLF 5Sustainability
Gurugram Report 2021-22 48
Energy
MANAGEMENT
DLF understands that developing and Some of the initiatives taken for energy-saving measures in our buildings are:
managing real estate requires a significant
reliance on natural resources, including  Lightening optimization using LED lights.
timber, water, and energy. To develop in a  Installation of high-efficiency equipment pumps and lifts such as HVAC equipment.
more sustainable and responsible direction,
 Wall and roof insulation.
DLF is committed to reducing dependence on
conventional energy sources and increasing  Automatic meter readings and other smart building technologies.
the share of renewable energy in the energy
With the desire to increase our mix of renewable energies, we have installed solar panels on all our
mix each year. As we focus on switching to
rental properties. We also supply wind power to our IT site in Chennai. Open-access energy is used
greener sources of energy, optimizing energy
from a hydroelectric plant in the retail properties.
use is also a priority. We have designed our
buildings to proactively address energy Energy Data Rental business (Standing investments) MwH
efficiency through conservation initiatives
312759
and the deployment of renewable energy. We 268386
continuously apply innovative and effective 232355
techniques to our growing portfolio.
65918
We regularly review energy efficiency plans
for all our properties and launch initiatives 57080.5 54847 1743
to address areas for improvement. We also 7496 21275 12.21 18105
0
track and drive improvements in efficiency
Total Non Renewable Energy Total Renewable Energy Diesel Natural Gas
and energy reduction through tracking Consumption Consumption
development project goals and performance. FY 2021 - 22 FY 2020 - 21 FY 2019 - 20

Sustainability Report 2021-22 49

Energy - Development Business (New Construction Project) MwH
17209

10254

3002.13 2732.85
1916
0 0 31 290 0 0 0

Total Non Renewable Total Renewable Energy Diesel Natural Gas

Energy Consumption Consumption

FY 2021 - 22 FY 2020 - 21 FY 2019 - 20

Energy - Hospitality Business (Standing Investment) MwH

34771

20801.05

9558
8011
3946
1178.95 2467
0 0 179 6.72 0

Total Non Renewable Total Renewable Energy Diesel Natural Gas

Energy Consumption Consumption

FY 2021 - 22 FY 2020 - 21 FY 2019 - 20

The energy intensity of our rental properties decreased by 27% in the reporting year compared to
the fiscal year 2019-20. Besides our energy efficiency measures, our consumption was also reduced
because of the shutdown of commercial spaces due to COVID-19 and revision in total leasable area.

Sustainability Report 2021-22 50

Water
STEWARDSHIP
The scarcity of usable water supplies is becoming a
Indicates water consumption by the business for DLF Assets
global issue. Water is a crucial element in construction
activities, and as a real estate company, DLF 2,027,651

understands the importance of using it wisely. The

real estate sector is dependent on water input for
construction activities. As these projects are usually in
urban or semi-urban areas, the community could face 1138056
1053357
potential issues of water security.
125
Being a responsible company, we have adopted
94845 419798 14965 29001
103240 87532 359969
sustainable water management initiatives across our 82,559
61777 55098 210018
operations to optimize water consumption. To find 35430 57719
7,479
46760
22202
124671
7479
103077
0 0 0 907
areas for improvement, we examine our utility bills
both quarterly and annually. Our core business units FY 21-22 FY 20-21 FY 19-20 FY 21-22 FY 20-21 FY 19-20 FY 21-22 FY 20-21 FY 19-20
regularly monitor monthly water usage to spot any Municipal Borewell Tankers
patterns that need further investigation. To ensure TOTAL (IN KL) Rental TOTAL (IN KL) Hospitality TOTAL (IN KL) Development
water efficiency, we implement the 4R (reduce,
recycle, reuse, and replenish) philosophy in all our
projects.
Being a responsible company, we have adopted sustainable
Consequently, our water intensity in rental assets has
decreased by 41.8 % in the reporting year as compared
water management initiatives across our operations to
to FY 2019-20. Besides our conservation measures, our optimize water consumption.
intensity was also reduced because of a reduction in
per capita water consumption in commercial spaces
on account of the COVID-19 pandemic and revision in
total leasable area. The total wastewater recycled for all
the DLF assets was calculated to be 1726349 KL for the
FY 2021-22.

Sustainability Report 2021-22 51

We have undertaken various measures to conserve In addition, we have installed zero-discharge STPs at multiple sites across our portfolio. Treated
water at our sites. Some of the important water storm water and grey water is utilized for irrigation of landscape, sanitation, and make-up water
conservation initiatives undertaken are as follows: for cooling towers. Dual pipe plumbing systems of the buildings helps in using recycled treated
water for flushing purpose. Even sludge coming from STPs is used as manure for horticulture.
Meter and sub-meter installations at every
consumption point to monitor and improve
water consumption patterns at regular intervals.
DLF Rentco achieved a unique milestone of “LEED Zero water” for DLF
Leak detection systems and timely repair of Cyber City, Gurugram from the U.S. Green Building Council (‘USGBC’)
leakage and overflows. along with DLF Cyber City Chennai. To obtain LEED Zero Water
certification, a project must achieve a potable water use balance of zero
Reuse of Air Handling Unit’s condensed drain
water as makeup water in cooling towers
for the past year. DLF has been working on multiple initiatives to minimize
and regular cleaning and maintenance of all its water losses and is the first organization in India to achieve the
plumbing fixtures LEED Zero Water certification. Today, five DLF malls have obtained this
certification and are the first malls in the world to do so.
Pressure Reducing Valve (PRV) settings of 1.5–2
kg/cm2.
The total wastewater recycled for all the DLF assets was calculated to be

Aerator for a maximum flow of 2.8 litres per 1726349 KL for the FY 2021-22.
minute and 6 litres per minute installed in
wash basin taps and pantry taps, respectively.

Optimum efficiency of R.O. plant through

reject recirculation

Low flow taps & faucets with aerators to

reduce the flow rate by 50- 60%.

Sensor based and high efficiency fixtures

used for urinals and taps in wash basins as
well as waterless urinals in common areas of
commercial buildings. DLF Cybercity, Gurugram

Sustainability Report 2021-22 52

Waste
MANAGEMENT
We are committed to a circular economy and Project-specific targets on waste reduction,
have incorporated this dedicated approach into recycling or reuse are set for most projects. Our teams work to reduce
our operations to address material sourcing We also collaborate with customers and waste waste at source and use
and waste management. Our team works to contractors to introduce recycling systems
reduce waste at the source and use dedicated within our tenancies. Furthermore, contractors dedicated methods to
methods to dispose of it safely and sustainably. are incentivized to recover, reuse and recycle dispose it off safely and
We ensure strict compliance with regulations building materials through avoided costs
regarding waste management and take a ‘go associated with sending waste to landfills and sustainably.
beyond compliance’ approach to minimizing allowing contractors to retain revenue and We also work with customers and waste
the environmental impact of the waste we savings from material recovery. We educate disposal companies to introduce recycling
generate. Given the nature of our operations, our employees and contractors on appropriate systems into our leases. Additionally, contractors
DLF’s standard operating procedures for waste waste management techniques and support are encouraged to recover, re-use, and
management include measures to manage contractors to deliver waste management recycle building materials, avoiding the costs
various types of waste that are created across education at our development sites, as required. associated with sending waste to landfills
our operational area. To treat hazardous waste, DLF regularly buys from or sells to recycled- and allowing them to retain revenue and
we have partnered with authorized vendors. products exchanges savings from material recovery. We train our
Furthermore, we have appointed vendors employees and contractors on appropriate
In the FY 2021 – 22, recycling of our waste
to manage the e-waste generated by our waste management practices and assist
was the forefront objective to reduce our
operations. The organic waste composting contractors in providing waste management
environmental footprint. Rental business
machine is used to compost biodegradable training at our development sites as needed. All
recycled 2,575 tonnes of waste, Hospitality
waste. To encourage the use of paper as waste generated from our business activities,
business recycled 455 tonnes of waste and
little as possible, we have built an e-visitor including rental, development, and hospitality,
Development business recycled 9,706 tonnes of
management system to reduce paper usage are recycled, reused, composted, treated for
waste. Therefore, we recycled 12,737 tonnes of
and waste. energy recovery, or sold to authorized recyclers.
waste for the FY 2021 – 22.

Sustainability Report 2021-22 53

 No waste generated in the past three years has The wet waste is then transferred to the HAZARDOUS WASTE
been landfilled or incinerated without energy provided organic waste composter on-site for Sent to authorised
recovery. 100% of the non-hazardous waste composting. The manure generated from this third- party
recyclers in line with
generated by our rental property is recycled or process is used as a fertilizer in the landscape.
regulations
utilized as compost. Solid waste undergoes segregation in specific
assigned areas, where it is directed to plants for
At most of our locations, we have established reuse, recycling, or energy recovery, depending
dedicated waste collection areas and waste on the type of waste. In addition, to divert
separation facilities. For our rental properties, waste from landfills, we try to source or sell NON-HAZARDOUS
organic waste is collected at the source to recycling facilities. For example, we have a (OTHER CATEGORIES)
through separate bins for dry and wet waste. battery buyback policy. Metal scrap is sent to authorized
recyclers. Soil is sued either for
Rental business (Standing investments) - Development Business (New Construction backfilling or sent to authorized
Waste Generated (Tonnes) Project) - Waste Generated (Tonnes) landfill. Construction debris are sent
10000 to municipality-authorized agencies
14000 13,069
9000
8,720 in line with regulations.
12000
8000
10000
7000
8000
6000
6000 5000 NON-HAZARDOUS
3,703
4000 2595 4000
3,017
(ORGANIC WASTE)
2000 49 3000
25 35 Composting is undertaken and
0 2000
986
FY 2021 - 22 FY 2020 - 21 FY 2019 - 20 1000 the resulting manure is utilised for
1 0.7 0
0 project landscaping and in our plant
Hazardous Waste Non-hazardous Waste
FY 2021 - 22 FY 2020 - 21 FY 2019 - 20
nursery. At some places, it is handed
Hazardous Waste Non-hazardous Waste to authorised agencies

Hospitality business (Standing Investments) -

Waste Generated (Tonnes)
500
464
374
400
Waste Recycled (Tonnes) FY 2021 - 22
300
237
Rental Business Hospitality business Development Business
200
(Standing investments (Standing Investments) (New Construction Project)
100
4 15
2,575 455 9,706
3
0
FY 2021 - 22 FY 2020 - 21 FY 2019 - 20 Total Waste Recycled – 12,737 tonnes
Hazardous Waste Non-hazardous Waste
DLF MyPad, Lucknow

Sustainability Report 2021-22 54

BIODIVERSITY
The delicate balance and innate rhythms Biodiversity risk assessment is undertaken In the reporting period, we
of natural ecosystems are the pulses of during the due diligence process for site
environmental wellness. We are aware of the selection and as part of periodic evaluations have managed large public
potential impact of our activities and have around our operational sites. We undertake parks in New Delhi, which
environmental impact assessments to
taken a systematic approach to preserve
and rejuvenating natural ecosystems understand the proximity of our properties and
were developed as model
through our development. An environmental associated possible impact on biodiversity. The parks. The transformation
results of the assessment form the basis of the
impact assessment is carried out at each
development of biodiversity management plans
of these parks began by
of our operating sites prior to commencing
construction activities. (BMPs). The BMP covers actions to minimize introducing landscaped
We are committed to preserving the biodiversity
any adverse impact from our operations, and
initiatives to enhance the biodiversity value
greens, seasonal plants,
of the sites in which we operate. We are also around our assets. In addition, we comply with ground coverage,
aware of the ecological value in and around
our properties and take steps to minimize the
all applicable forest related regulations and
manicured hedges,
mandatory standards across all our operations.
impact of our business practices. We continue aromatic herbs and new
to monitor the ecological impacts of our project We are constantly working to protect and
areas after development to minimize negative enhance the biodiversity/ecosystem around
tree species.
impacts on the local ecosystem. During the our operations. We are committed to not committed to ensuring there is no net loss of
reporting year, none of our project sites were in operate in and around World Heritage areas biodiversity or net deforestation on the land
environmentally sensitive areas or in proximity and IUCN Category I-IV protected areas along under our responsibility, across all operations.
to critical biodiversity and no significant with any ecologically sensitive area of global
negative impacts were observed/reported on and/or national importance and encourage Our approach is to apply the mitigation
biodiversity. our suppliers to adhere to the same. We are hierarchy (avoid, minimize, restore and offset)

Sustainability Report 2021-22 55

if operating in areas with close proximity tree-planting campaigns as part of our As an organization, we pride ourselves on working
to critical biodiversity, of global or national community initiatives. The plantation was intensively to improve our footprint in biodiversity
importance. We undertake measures to ensure done in the surrounding public spaces restoration. Many native plant species have been
there is no net deforestation, such as through works in Hyderabad, Gurugram, and Delhi to planted on the golf course to highlight cover in
reforestation and transplantation of trees. We enhance the value of biodiversity. In addition, green. Over the years, Gurugram Golf Course has
also engage with external partners to leverage a series of plantation drives were organized become home to several migratory birds along
their expertise in augmenting our efforts along the public roads, including Southern with more than 40 native bird species. Large lakes,
toward biodiversity protection. Peripheral Road and Raghavendra Marg in waterfalls, and shaded areas provide habitat for
Gurugram. In Delhi, two large public parks fish, frogs, ducks, and many other species. This has
Our buildings have been designed and have been adopted for development into increased over the years along with the increase in
adapted to serve as a safe habitat for local model parks. green areas.
and migratory birds. We also conduct various

Biodiversity - DLF Golf and Country Club, DLF 5, DLF Gurugram

Sustainability Report 2021-22 56

NURTURING
PEOPLE

Covid Care Centre-III

Working at DLF
Diversity and Inclusion
At DLF, we believe in setting up our
10.75% 10.75%
mission, policies, and strategies in a way
Share of women in all
that creates and encourages an inclusive Share of women in
workplace attracting a diverse pool of management positions,
total workforce
talent. We respect and support ‘the full including junior, middle
spectrum of human differences’ be it on and top management
the lines of gender, sexual orientation,
age, ethnicity, religious beliefs, geographic
location, class, culture, physical abilities,
10.9% 10%
etc. We believe in covering each
Share of women in top
dimension of diversity whether it be Share of women in junior
internal, external, organizational diversity management positions,
management positions, i.e.
or worldview. At DLF we believe in i.e. maximum two levels
first level of management
employees’ experience, skills and potential away from the CEO or
and support our human capital to help comparable positions
them in making a more meaningful
contributions. Our diverse pool of talented 12%
employees has been an asset to DLF, and 10%
we ensure that we as a team make sound Share of women in
Share of women in STEM-
business and stakeholder choices. management positions
related positions
in revenue-generating
functions

Sustainability Report 2021-22 58

As per the World Economic Forum Report on Global Gender Gap, we Participation and Opportunity Gap. DLF aims to promote a culture that is
see an increase in delay in reaching gender parity. We are globally progressive and inclusive regardless of gender. We promote gender diversity
making very slow progress when it comes to closing the Economic at all levels of management & non-management and aim for achieving a
reasonable proportion. During FY 2021-22, our total employees were 2,065.
Female representation in our total workforce is 10.75%. Share of women in
Average Salaries all management positions including junior middle and top management
Figures in INR Lacs is 10.75%. The share of women in junior management positions was 10.9%,
whereas in top management positions was 10% during the reporting year.
171.81 Moreover, the share of women in management positions in revenue-
generating functions (e.g., sales) was 12%. Further, 10% of total STEM
133 positions were taken up by women. Details on the number of employees
based on gender and age categories at different management levels are
shown in the figure below. Also, all our employees in the reporting year were
Indian. Further, there were no specially/differently-abled employees.

22.33 24.81 We also endorse equal employment opportunity for all and our human
6.69 7.15 capital comprises differently-abled people in various functions like
housekeeping, customer services, operations etc. and we support each of
Executive level Management level Non-
our employees to enhance their potential. Therefore, DLF equitably pays
management
level male and female employees for equivalent jobs across the organization’s
structure based on merit, aptitude, and experience. Our performancebased
Average Women Salary Average Men Salary
reward scheme is gender-neutral. Staff pay is also benchmarked against the
market standards.

Number (Male) Number (Female) Total Less than 30-50 age Above
30 age 50 age
Senior Management 92 10 102 00 49 53
Middle Management 305 34 339 02 245 92
Junior Management 1446 178 1624 262 1112 250

Sustainability Report 2021-22 59

INCLUSIVE INFRASTRUCTURE well-being programme encourages individual (POSH) policy is formulated in a way that we
growth, good health, and balance between it covers any kind of violation of such acts. We
DLF as an organization is constantly trying work and personal life. The program’s initiatives protect women’s rights and ensure that there
to be more inclusive and we approach it in include, among others, flexible work schedules, are no such breaches to the POSH Policy. We
possible ways. Our building is designed in a flexible medical and benefits plan, and worker practice non-tolerance towards any kind of
a manner that it is convenient for everyone engagement programmes. On a case-by- sexual harassment and our Prevention of Sexual
including people with special abilities such as case basis, the corporation allows employees Harassment at Workplace policy (POSH) policy
ramps and designated spots for wheelchairs. to request flexible work schedules and home is formulated in a way that we it covers any kind
In addition to this, we have also ensured that office options. of violation of such acts. We protect women’s
our buildings have amenities like toilets for rights and ensure that there are no such
especially abled individuals, wheelchairs and SAFER WORKPLACE breaches to the POSH Policy.
various other amenities required to meet the
needs of differently abled. DLF is aware of the We practice non-tolerance towards any kind
importance of healthy workplace culture in of sexual harassment and our Prevention
luring, inspiring, and keeping talent. Its overall of Sexual Harassment at Workplace policy

DLF CyberCity, Chennai

Sustainability Report 2021-22 60

Employee Engagement and
DEVELOPMENT
At DLF, we believe in upgrading our employees Gender break-up of man-hours training provided across different management levels has been
core competencies and equip them with mentioned below.
necessary skillset so that they can assume new
responsibilities and elevate their performance in Learning And Development Number Man-Hours Number Man-Hours
the current role. With the world of work which is (FY 2021-22) (Male) (Male) (Female) (Female)
transforming at a rapid scale, we acknowledge
Senior Management 2 12 6 14.5
that our organization’s growth is critically
dependent on the capabilities of our employees Middle Management 325 1153 153 374
and their dedication toward fulfillment of our Junior Management 267 870 93 187
vision and mission.

In FY 2021-22, a total of 597 new employees New Hires in FY 2021-22

joined the organization and no internal hires.
FY 2021 - 22
The total employee turnover rate was 16% and Category
the voluntary employee turnover rate was also < 30 years 30 - 50 years >50 years Male Female
16%. Further, granulated data with an age-wise Senior Management 00 12 07 18 1
and gender-wise break up across the different
Middle Management 02 67 09 72 6
management levels have been shown in the
tables here. Junior Management 154 341 05 436 64

Sustainability Report 2021-22 61

New Hires Turnover in FY 2021-22
Programs for Leadership Development
FY 2021 - 22
Category Employees are groomed for leadership
< 30 years 30 - 50 years >50 years Male Female
development roles as part of our leadership
Senior Management 0 3 0 3 0
development programmes.
Middle Management 0 5 0 5 0
Leaders of Today: This category covers
Junior Management 10 36 0 42 4
employees who are either preparing for or
have already assumed the job of Business
Total Workforce Turnover in FY 2021-22 (Age Wise) Leader.

FY 2021 - 22 Leaders of Tomorrow: Employees that are

Category
< 30 years 30 - 50 years >50 years Male Female already shouldering a wide variety of duties
0 4 9 13 0 and are being groomed as future Business
Senior Management
Leaders.
Middle Management 0 28 8 34 2
Fast Track Functional leaders: Those who
Junior Management 56 142 26 178 46
can take on more duties in the future.

We try to achieve learning and development Accountability, Build your Brand were also In addition to this, DLF practices regular
objective for our employees in both directly provided. Our Diversity and Inclusion approach performance and career development
as well as and indirectly via learning and aims at creating a culture of excellence for review for employees which can help their in
development program designed for all our our staff. Our people management policy assessing their career trajectory along with
employees and through diversity and inclusion emphasizes on diversity in the workforce. improving firm’s performance. During the
which enables peer learning in multiple ways. reporting year FY 2021-22, all our employees
The learning and Development program received performance feedback and career
has trainings which spread across technical, 2.9: Average hours per FTE on advancement reviews via the Company’s
behavioral and safety aspects. Some of the training and development appraisal system.
topics on which trainings were conducted
included Time Management, Business Performance Feedback Male Female
Communication, Powerpoint Training Sessions,
Senior Management 44 5
Microsoft Excel, Email Writing Training,
INR 1000: Average hours per FTE on
RICS Training and Digital Marketing. Other Middle Management 133 9
training and development
training titled Developing a Growth Mindset,
Junior Management 600 68
Young Leaders Programme, Winning with

Sustainability Report 2021-22 62

DLF’s employee engagement activities are In FY 2021-22, two eligible female employees
conducted throughout the year which includes availed of parental leave.
health and wellbeing camps, sports, and other
activities. These include celebrating various As a part of the health and well-being
cultural events and activities to promote initiatives, the organization has responded
leadership and work-life balance. to the emerging needs of the employees to
enhance their understanding of ergonomics at
At DLF, we are aware that employee health and workplace and annual health check-ups. These
well-being is essential to ensuring employee include eye check-up camp, blood donation
productivity and engagement. Therefore, we camp, general health check-up, physiotherapy,
have devised various policies and measures dental check-up camp and yoga camp. DLF’s
to foster employee well-being and help them employee-centric cricket tournament is an
maintain a healthy work life balance. annual event where employees from different
(1) Flexible Working Hours and Work-from- business verticals compete in friendly matches
Home: Employees are eligible to avail with each other. This year, 10 teams competed
flexible working hours and work from for the DLF EPL Trophy.
home option, on a case-to-case basis.
As a part of the health and well-being
Special considerations are also made for
initiatives, the organization has responded
working mothers. As part of our Maternity
to the emerging needs of the employees to
Return Program, employees can avail
enhance their understanding of ergonomics at
work from home option after the period of
maternity leave is over, to enable them to workplace and annual health check-ups. These
maintain reasonable work life balance in include eye check-up camp, blood donation
their early days of motherhood. camp, general health check-up, physiotherapy,
dental check-up camp and yoga camp. DLF’s
(2) Parental Leave: As per DLF’s parental
employee-centric cricket tournament is an
leave policy, staff members are entitled to
annual event where employees from different
parental leave.
business verticals compete in friendly matches
(3) Childcare facilities: DLF has tie-ups with with each other. This year, 10 teams competed
third parties that provide childcare facilities for the DLF EPL Trophy.
such as a creche, in the vicinity of all its
offices. The facility can be availed by all
employees.

Sustainability Report 2021-22 63

 Case Study: Young Leaders Program

The objective of this program is to equip first time Managers with the skills & mindset required for successful transition to managerial roles & enhance
their own and their team’s performance. Also, the program was aimed at setting the expectations from a new manager, building basic managerial
capabilities & creating comfort & a support network for new managers.
The training journey of the participants spanned across 4 weeks and was a mix of virtual and in – person group sessions
The program was virtually launched on 7th Sep ‘21 and ended on 30th Sep’21. The program was divided into 4 sessions, with 16 hrs. of training (3
Virtual sessions of 2.5 - 3 hrs. each and 1 in person session of 8 hrs.)
The first batch of YLP was attended by 15 employees at managerial levels. Participants from diverse backgrounds and departments such as Sales &
Marketing, Leasing, Finance , Approvals, Planning , HR were part of the program

Broad Themes of the Sessions

S1 S2 S3 S4 S5 S6
Role of a Building & Driving Conflict Emotional Situational
Manager Managing Performance Management Intelligence Leadership
Teams

 Identify the role Building Teams  Setting and Managing  Identifying  EQ vs IQ  Assess your own
demands from  Understanding different Expectations and Conflicts leadership style
 Bringing in
Internal and External personality types and Goals
 Types of Conflict Emotional Maturity  Managing
Stakeholders managing them  Identifying Team Performance using
 Building Trust, members - Top/Mid/  Knowing your own  Dealing with
 Competencies of style of conflict negative emotions in the right style
commitment and Bottom performers
supervisor management the team  Role Plays
retaining conversations and managing them
 Critical Performance Managing Teams  Provide effective  Resolving the  Building resilience  Understanding how
Indicators  Building Trust feedback conflict and managing stress to motivate and get
 Building Commitment work done
 Retention
Conversations

Sustainability Report 2021-22 64

Occupational
HEALTH AND SAFETY
DLF considers occupational health and safety to operating in compliance with applicable safety among others. The targets have been
be one of the most important indicators when it health and safety laws, regulation, and leading listed below:
comes to listing factors to achieve our business industry practices. Our health and safety  100% implementation of legal and
objectives. Employee safety at DLF is seen as a management system is certified to ISO 45001 regulatory requirements
moral and legal obligation and we try our best standard and has been awarded the Five Star
to ensure our employees do not have concerns Rating for Occupational Health and Safety as  100% implementation of façade cleaning
regarding safety and security at workplace. per audit conducted by British Safety Council. and maintenance standards by Dec. 2022
We implement our Health, Safety and Security In addition, we establish quantitative targets  100% of our employees should be aware/
policy via our strong leadership team and supported by specific action plans to improve trained on precautions for infectious
Safety Management System (SMS) portal performance on OHS performance metrics. We diseases
and aim to seek continuous improvement of are also committed to working in collaboration
 100% review of risk assessment
our Occupational Health and Safety (OH&S) with employees and workers, seeking their
performance. consultation and participation to improve our  100% employee training coverage as per TNI
OHS performance.  To cover 100% of our employees under our
Our commitment to health and safety is
reinforced by our Occupational Health and To achieve the highest standards of safety, DLF Occupational Health & Well Being plan
Safety Policy, endorsed by the Board. The policy has identified a few important Health & Safety  Ensure that investigation of all incidents are
is applicable to the entire operations including objectives and targets for the year (2021-22). A conducted and reviewed by the Incident
all employees as well as contractors and sets few of the major objectives include complying Investigation Committee (IISC) and 100%
forth our commitment to continually improve with legal and regulatory requirements, implementation of recommendations
the performance of our OHS management implementing cleaning and maintenance
 We have achieved the highest number
system, through targeted action plans. standards, reviewing risk assessments,
of Sword of honor in one year and this is
enhancing employee occupational health and
As per our policy, we are committed to awarded through an independent jury of
British Safety Council.

Sustainability Report 2021-22 65

DLF upholds health, safety, and security as a core value in the conduct of its business. We are committed to creating and maintaining a safe, healthy,
and environment-friendly workplace, and conforming to and, if possible, exceeding all relevant codes and standards. We believe that all injuries and
accidents are preventable. DLF’s HSE policy states that identifying and providing adequate control of the health and safety risks arising from work
activities to prevent incidents and cases of work-related ill health lie at the forefront. This policy covers all employees and workers. We have set up a
well-defined process for reporting and investigating any incidents related to health and safety. This procedure is provided to effectively implement the
incident investigation procedure. Our process of incident investigation is based on the ‘Why-Why’ tree analysis to identify the root cause.

DLF has set processes for reporting of incident, investigate the incidents. This procedure (HSE-CTN-HPP-IR-005) is provided to effectively implement
Incident Investigation Procedure. This procedure is developed to outline the process for reporting, recording, and investigating an incident,
recommending corrective and preventive actions and to communicate the lessons learned to prevent recurrence of similar incidents.

Initiative Snapshot:
Awareness Sessions on Stress Management, TOPICS: Early Detection of Occupational Illness, Stress Management, Covid 19 and Mental Health
Mental Health, Covid 19, and First Aid Training. Well-Being, Lifestyle Moderation.
OBJECTIVES: FACULTY: Dr. Dharmendra Kumar – MBBS, MD
To introduce to employees techniques for
effectively managing workplace stress and
improve productivity and personal well being.

To provide a comprehensive stress

management training course that offers
practical solutions to reduce and manage
workplace stress, mental Heath and well being,
COVID 19 awareness and first aid training.

ATTENDEES: BM, Department Heads, Central

Team, AM-Technical, Shift I/C Engineer, HK in
Charge, Security Officer, Fire Officer

Sustainability Report 2021-22 66

 Incidents Reported  Communication of the investigation’s findings.
 Follow-up system for the investigation’s findings.
Number of Fatalities 0 Employees;
0 Contractors  Audit of the recommendations and their
implementation.
Lost Time Injury Frequency 0 Employees;
 Management systems.
Rate 0 Contractors
Number of Restricted Work 1 The process of incident investigation uses ROOT CAUSE
Cases ANALYSIS, FAULT TREE & detailed investigation analysis
to identify the actual cause of the incident.
Number of Medical 9
Treatment Cases
Number of First aid cases 1
Absentee Rate 0
Number of Fire Incidents 16
Number of Near Misses 957
Reported

In FY 2021-22 there were no absentee days

recorded for both employees and contractors
resulting in an absentee rate of 0.

The procedure is intended to provide a

systematic, in-depth approach of incident
investigation on health and safety including
fire hazards, with an emphasis on the following
Management responsibilities.
 Selection of the investigation team.
Investigation process.
 Risk assessment.
 Development of corrective and preventive
recommendations based on hierarchy of
control.

Sustainability Report 2021-22 67

DLF has a well-developed procedure (IMS- committee, and adjustments to the procedure, Safety Management System
OH&SP-9-Risk Management) for identification safety standards, or regulatory requirements.
of work-related hazards, routine and non- Recommendations are implemented Safety is the core value of our business, and we
routine activities, additional controls, and across the BUs to prevent recurrence of aim to achieve ‘Zero Harm’ for our employees
assessment of risk and implementation of similar incidents. health and safety audits at our workplace. For this, we have a safety
recommendation as per hierarchy of controls are conducted for DLF’s rental properties management system solely intended to ensure
to eliminate hazards and minimize risks. by independent agencies as per ISO 45001 proper management of Occupational Health
This includes regular internal inspections of standard. In addition, safety performance and Safety at our workplace. It is based on
existing operating procedures and annual audits are also conducted by external agency- “Plan-Do-Check-Act” principle to meet the
health and safety audits to identify any gaps. DuPont for rental facilities. possible gaps between planning safety and its
This is followed by implementation of action implementation. Our Rental business (Standing
plans with quantified targets to address There are various DLF schemes for the investments) has HSE Policy which commits to
the identified risks. In addition, emergency workers to report work-related hazards and employee safety. The SMS specifies the areas of
response procedures have been defined and hazardous situations: Safety Inspector of the its implementation in the organization, covering
disseminated across operations to prepare Day (SIOD); Safety Suggestion scheme; Spot all work-related activities, ensuring continual
for and respond to any emergency situations. the Hazard scheme. improvement through a logical, stepwise
Every year, risk assessments are assessed method to decide what needs to be done,
for any reported incidents or near-misses, how best to do it, monitor progress toward the
requirements from enforcement bodies, established goals, evaluate how well it is done
insurers, or auditors, requests from the safety and identifying areas for improvement.

A total of 47 DLF personnel were given training, with every participant receiving an average of 3 Critical Safety Standards
hours of training, thus totaling 141 hours of training
DLF has the following critical safety standard
and have taken DuPont certified trainers for
employees. .

 Permit to Work Safety Standard

 Confined Space Entry Safety Standard

 Lockout & Tagout Safety Standard

 Electrical Safety Management Standard

 Management of Change Standard

 Hot Work Safety Standard

Mall of India, Noida

Sustainability Report 2021-22 68

 Work at Height & Façade Cradle Safety Standard Safety training modules, which  Use and handling of lifting equipment
Standard include Fitout Safety; Scaffolding; Barricading;
 Use and handling of Pressure system
and Emergency Response Plans, among others
 Safety Observations  Safe Use & Handling of Work Equipment
saw a coverage of over 95% for the reporting
 Incident Investigation year. Parallelly, training programmes for  Management of Noise & Vibration
modules on Standard Operating Procedures
For FY 2021-22, DLF managed to surpass its  Handling & Storage of materials
as well as Occupational Health & Safety
training coverage goals for the 9 critical safety Personal Protective Equipment
assessment metrics saw a coverage of over 
standards identified above. A total of 4368
100% in the former (3870 trained against 3940  Display Screen Equipment Risk
employees received DuPoint-certified training
identified) and almost 200% in the latter (11218 Assessment (DSERA)
against a target of 3198.
trained against 6879 identified).
 Fire Risk Assessment (FRA)
Certifications for Health and Safety
 Control of Substances Hazardous to Health
DLF has also received certifications for its stringent application of its OHS management system: (COSHH)
They have received ‘Five STAR Rating’ for Occupational Health and Safety as per audit conducted
by British Safety Council and implemented the ISO 45001 — OH&S management system. The scope  Manual Handling Risk Assessment (MHRA)
covers Occupational Health & Safety Management Systems of DLF.

WELL Health- Horizon Plaza; DLF Promenade; DLF Mall of India, DLF International
Safety Rating Avenue, DLF City Centre; DLF Emporio; The Chanakya; WELL Building
for Facility DLF CyberHub; DLF Cyber City Gurugram, Chennai, Institute (IWBI)
Operations and Hyderabad; Iparks Kolkata; IT Park Chandigarh;
Management Multilevel Car Parking; Lodhi Hotel; Magnolias; Aralias,
Camelias and Crest.

Worker’s Right to privacy in regard with Health Health Services remain confidential between
and Safety by DLF HR and company appointed Occupational
Health Practitioner (OHP).
All the Occupational health services are
expected to respect workers’ right to privacy. Occupational Health & Safety Procedures
DLF ensures that the workers personal health
related information and participation in any DLF has the adopted following occupational
occupational health services remains private health and safety standards (OHSS) for its
and is not disclosed to third party, all the employees and provided following training with
sensitive information pertaining to the worker’s the help of professional trainers and central
health and their participation in Occupational team:

Sustainability Report 2021-22 69

Corporate Social
RESPONSIBILITY
By tackling the most pressing issues, our that communities in the vicinity of our operations confront. These programmes are developed in
corporate citizenship plan takes a holistic collaboration with communities after a thorough needs assessment, and they include a wide range
approach to encourage inclusive growth and of topics such as education, healthcare, social infrastructure, and environmental sustainability.
contribute to the needs of the neighbouring
community to their liberation. The Company has spent the prescribed CSR expenditure amounting to ₹ 15.90 crore in FY 2021-22,
which is 2% of the average net profit of the Company made during the preceding three years, as
Our corporate citizenship policy takes a mandated in the Companies Act, 2013.
comprehensive approach to promote inclusive
growth by addressing the most pressing needs
of the communities in which we operate and
contributing to their empowerment. Our
CSR policy covers our vision and approach to
community participation, as well as our primary
priority areas, which have been carefully chosen ₹ 15.90 ENVIRONMENTAL
to help with all important aspects of social
development. DLF Foundation, our charity
HEALTHCARE
INTERVENTIONS crore SUSTAINABILITY

arm, is leading the charge. DLF Foundation

addresses Social Development Projects with an
ANIMAL
integrated holistic approach to ensure that its WELFARE
EDUCATION
programs impact critical aspects of the lives of
INITIATIVES
the underserved in key focus areas of Education,
Healthcare and Social Sustainability .and puts
enhanced focus on environment sustainability. PROMOTION
It collaborates closely with the government, WOMEN OF SPORTS
civic society, and communities to address EMPOWERMENT
some of the most pressing development issues

Sustainability Report 2021-22 70

DLF‘s interventions in Healthcare, Education,
Women empowerment, Environment, Sports 01
and Social infrastructure are coupled together 1,000 patients got access to
to ensure upliftment of marginalized local emergency medical care
communities residing in and around our
project. We value each of our stakeholders DLF Foundation’s Ambulance Project
and recognize their contribution in our overall
 A series of Ambulances were deployed
growth story.
at strategic locations in Gurugram for
Our CSR initiatives were lauded for the positive the emergency evacuation of poor
impact they brought, and we have been patients from urban slums and villages
felicitated with Responsible Business Award for of Gurugram to nearby hospitals. This
Best Community Programme Leadership by ensured immediate medical care for
World CSR Asian Confederation of Businesses, critically ill patients
Transformational Leadership Award for
Sustainability by Global Compact Network, Gold
Award for Best CSR – Practices – 2018 by the
Hon’ble Chief Minister, Haryana, CSR Initiative of 02
the year Award by ET Now and CSR Initiative of 6000 beneficiaries examined
the Year Award by DNA.
Health Screening Camps:
HEALTHCARE INTERVENTIONS  DLF Foundation delivered quality
DLF Foundation’s CSR healthcare through experienced
policy is in line with Global doctors and paramedics at the DLF
Sustainable Goal 3: Good primary health center in Delhi
health and well-being.
Senior Citizens’ Care:
Healthcare projects
undertaken during the year Senior Citizen Recreation Centre in DLF Phase-ll Community Centre. was set up by DLF Foundation
under review benefited the to support elderly care in the targeted region. The initiative aims to provide a platform for senior
underserved communities in citizens to interact socially, build a support network, boost self-esteem, and lead an active life. The
the National Capital Region initiative is in collaboration with Dignity foundation, and it organizes activities for senior citizens
of Delhi, Faridabad, Noida each evening through the year.
and Gurugram and most
DLF project sites.

Sustainability Report 2021-22 71

EDUCATION Programme Highlight: DLF CARES

In line with SDG Goal 4 & Goal 5, i.e. Quality education The aim of the DLF CARES program is to educate, empower and groom underprivileged
& Gender equality, DLF has initiated programs In the children by sponsoring their education in quality schools. Not only do they get access to
direction of achieving better education facilities to the better teachers, better facilities and infrastructure, this initiative broadens their horizons
urban & rural area. and helps them aim for higher goals. They are often first-generation learners in their
families and the opportunity to attend a good school imparts them the knowledge and
skills that would otherwise have been beyond their reach.
03
Impacted 6416 students of class 12 Our intervention does not end with enrolling the students in good schools. We understand
through education enhancement that the children need a higher degree of emotional support than their peers, in the
initiatives face of their life circumstances. The Foundation has a team of trained counsellors and
Govt. School Support Program, NOIDA academicians who mentor the students and counsel their families on a regular basis and
guide them in diverse aspects of their school and personal lives.
 The partnership addresses sanitation needs in
school premises, construction of toilets for girls, Over the past year, we awarded scholarships to 396 new students in the backdrop of
boys and teachers, repairing of school building, the COVID-19 pandemic. We now have almost 1,300 students whose education we are
whitewashing, fencing out school boundary, sponsoring for their complete learning journey right until finishing the 12th grade.
and also addressing safe drinking water
The Counselling cell at the DLF Foundation is staffed with psychologists, academicians
requirements of the school through provisions
and social counsellors who continuously engage with our scholars, identify learning and
for safe drinking water.
psychological gaps and strive to bring out the best in these scholars. Existing DLF CARES
scholars were also counselled, either individually or in groups. Issues that are discussed
include behavioural changes due to the pandemic and the lockdown, adapting to the new
04
norms, getting accustomed to online classes, etc. Our counsellors monitor their emotional
2456 students have received digital
well-being and provide guidance and mentoring for maximum impact.
content through laptop provision
Several webinars were conducted to help the students and parents tackle the challenges
Digitization of Education through Extra Marks
thrown up by the COVID-19 pandemic. Over 700 students and their parents attended the
Foundation
webinars and the recordings were shared with them. To ensure that the lack of a digital
 Project focuses on providing digital learning device did not hamper their schooling, DLF Foundation distributed 673 tablets pre-loaded
tools to students and enable smart learning with educational material to students from Class VI and higher.
through 3D animations, AV aids, Live-streaming
Remedial classes focusing on literacy and numeracy for students of Classes II, IV and V
and stories to teach subjects like Math and
were started in August 2021. Two qualified teachers have been appointed to conduct these
Science and is periodically monitored and
classes. This has proved to be a boon for children who would otherwise have struggled to
assessed for its impact
keep up with the lessons.

Sustainability Report 2021-22 72

To enable the students access to higher Gurugram, Hyderabad and Delhi. Southern
education, we partnered with Vidya Mandir periphery and Rajendra Marg in Gurugram
to prepare promising students of Class XI and two parks in greater Kailash which a
for NEET and JEE examinations. In addition, geographic spread of 7 acres are part of this
students of Class XII were encouraged to apply and we have committed to ensure plantation
for various skill-based diplomas, vocational and and maintained of these parks. Additionally,
bachelor’s degree courses at the New Delhi 8 dustbins have been installed across the two
Skill and Entrepreneurship University (DSEU). parks. DLF Foundation has partnered with the
Those selected by DSEU will be provided 50% Greater Hyderabad Municipal Corporation for
scholarship support. building and maintaining green corridors in the
city. These Projects have created tremendous
Additionally, we were happy to see that impact in creating green corridors and
71 scholars completed their graduation augmenting the environment.
successfully and exited our Beyond – School
Programme. We organised a series of webinars “Say No to Plastic” campaign
to help them in their job search. They were
trained in writing resumes, applying for jobs On an average 350 million tonnes of plastic gets
both online and offline, creating profiles on used every year, and we recycle only a fraction
LinkedIn and more. Our students have been of it, thereby DLF Foundation has organized ‘Say
Park at GK, New Delhi
placed in various organisations like Accenture, No to Plastic”. The campaign is across different
Vembsys, World-Wide Technology, Kellton, locations including malls and office locations. preventive action in case of women abuse in
Samsung and others, with annual packages of DLF has been practicing various strategies like public areas in Gurugram. In addition to this,
upto ₹ 22 lakhs. street plays and community interactions to Women Safety Workshops were organized to
spread the message to larger public. create awareness on sexual abuse and women
ENVIRONMENT SUSTAINABILITY safety. The workshops ensured counselling of
WOMEN EMPOWERMENT the attendees on –
Environment sustainability is one of the
Women safety has been a concerning issue in  Identification of High-risk areas in the
most important factors to support health
NCR Region in Delhi and efforts have been put region
and well-being now and in the future. DLF
Foundation has taken efforts towards ensuring up by various bodies to counter those. DLF has  Action to be taken in case of sexual abuse
environment sustainability and it aims to been conscious about it and to ensure Women
 Steps to be taken to prevent sexual abuse
strengthen its efforts in this thematic area. It Safety in NCR, DLF Foundation provided
 POSH trainings provided to employees
considers impacts of rapid urbanization on the 3 Scorpio vehicles to Gurugram Police for
environment and counters its measures by patrolling and surveillance. This community In addition, DLF Foundation installed CCTV
efforts aimed at afforestation. DLF plantation safety efforts is specifically to help women in Cameras on public roads to ensure surveillance
drives are spread across various belts in distress and for identifying and taking early and safety of women.

Sustainability Report 2021-22 73

CGS VETERINARY HOSPITAL provided to strays in Gurugram. In April, 2021, we
Apart from pro bono
launched a free ambulance service for destitute
The CGS Hospital provides a complete health
dogs and cats. treatment, general
care solution for dogs and cats in Delhi NCR.
The state-of-the-art facility at CGS Hospital is In August 2021, we introduced the blood awareness of zoonotic
spread over 1.25 acres of land in Gurugram, transfusion programme both in the CGS diseases, pet care and
with a covered area of 17000 sq. ft. The Hospital and the Pasha Wing. Throughout the
hospital has provisions for ultrasonography, year, thousands of animals were treated and management information
echocardiography, laparoscopy, video and fiber hundreds rescued by our team of committed were imparted to pet
optic endoscopy services, a well-equipped workers. Additionally, more than 21,000 street
laboratory, CO2 laser surgery and computed animals were vaccinated for free as part of the parents and visiting school
radiography along with an in-house pharmacy. CGS Hospital vaccination drive. children.
In addition to the veterinary care units (in-
Apart from pro bono treatment, general
patient), the hospital has separate boarding vaccinated close to 6,000 animals, including
awareness of zoonotic diseases, pet care and
facilities for dogs & cats. over 5,000 dogs. In addition to this, over
management information were imparted to
2,000 animals were dewormed and a Rabies
In the past year, the hospital lived up to its pet parents and visiting school children. The
vaccination drive was carried out in Faridabad,
reputation even in these uncertain times. Aside Ophthalmology unit and State- of-the- art
Gurugram and Delhi, covering over 1,800 dogs.
from animals lucky enough to have a loving CT Scan unit has seen a surge in associated
All in all over the last year, DLF Foundation
home, we are also committed to stray animals cases. The hospital staff is highly skilled and
supported ACGS to provide care and support to
that often fall sick or get injured. To treat them, our veterenians National and International
over 9,000 animals in need.
we have set up the Pasha Wing, where we offer Veterinary trainings and Conferences and have
concessional outpatient treatment and free or won Appreciation awards. Best Multi-specialty SAVING LIVES THROUGH SAFER ROADS
concessional surgeries for stray dogs and cats. Hospital of the Year 2022 Award was conferred
on the hospital by World Health Care Achievers DLF has partnered with Government for the
During the financial year, 4,721 destitute construction of 5 pedestrian public foot over
Ltd.
dogs and cats were treated and 329 surgeries bridges in Gurugram. Gurugram today has
were conducted in the Pasha Wing, which is Partnership with ACGS (All Creatures Great large residential, commercial and industrial
a dedicated facility working for out-patient and Small) developments on both sides of the 16 lane
treatment and free/ concessional surgeries road. The initiative “Saving lives through safer
for stray dogs and cats. Under this wing 1,658 DLF Foundation has partnered with ACGS, an
roads” aims to reduce the hassle caused to
vaccines were administered to strays, 638 cases NGO working in the space of animal welfare,
pedestrians due to heavy traffic condition in the
were given radiological diagnostics, while 1,620 supporting their animal welfare initiatives to
area. National Highway Authority of India and
laboratory tests were done. These treatments provide shelter, medical and nutritional care to
Gurugram Metropolitan Development Authority
were either free of cost or highly subsidised. animals in distress. Over the course of the last
(GMDA) have supported the implementation of
Additionally, around 78,000 free meals were year, with the support of DLF Foundation, ACGS
the project.

Sustainability Report 2021-22 74

CREMATORIUM PROJECT identified and supported for their coaching, COMBATTING COVID-19
equipment, fitness, nutrition, and participation
DLF Foundation is developing a state-of-the- in tournaments. Currently there are 12 players In 2021, faced with the devastating second
art crematorium in Sector 72A, Gurugram on being supported in the Golf Excellence wave of Covid-19 and at the same time enabled
land earmarked by the Haryana Government. Program. by vaccinations and greater resilience in
In addition to the crematorium for humans, a understanding and combating the various
Smriti Van is also being developed as a green Internationally recognized coaches visit the variants, DLF worked tirelessly to vaccinate
corridor in remembrance of the departed souls. DLF Golf Academy periodically to conduct the masses, augment medical facilities, and
This project has been designed to combine regular assessments and suggest the way continue the fight against COVID 19. Two
state-of-the-art facilities with environment- forward. Several coaching camps were Covid-Care facilities were set-up and housed
friendly cremation pyres in an aesthetic setting organised to focus on individual golf lessons temporarily in DLF Community Centres in
with well-designed landscaped gardens and and assessments, including short game Gurugram. They were equipped with 3 oxygen
water bodies. The crematorium design includes lessons, on-course planning and lectures on generation plants, 300 oxygen concentrators,
CNG pyres, waiting areas and prayer hall, course management. The program undertakes 120 oxygen cylinders, doffing stations, 100
preparatory pavilions, administrative block, interactions and feedback from parents, fitness electric beds, nebulizers, and more.
residential quarters, digital urn lockers, and professionals and coaches.
multiple parking bays. Built to the highest DLF Foundation partnered with leading
environmental standards, the facility will deploy The students from the academy held top hospitals like Narayana Super Speciality,
the latest techniques in cremation and clean positions on the Golf leader boards nationally Manipal, Fortis and Medanta to organise a
technology with CNG pyres and ventilation and internationally. Few accomplishments from series of vaccination camps in Gurugram, Delhi,
systems conforming to pollution norms. the Golf Excellence Program are: Noida, Kolkata, Chandigarh and Chennai. DLF
 Kartik Sharma, Jahanvi Bakshi, Hitaashee Foundation also organised ‘Drive through
Each pyre will be a standalone unit with its Bakshi, Sunhit Bishnoi and Daksh Shokeen Vaccinations’ in our shopping malls, ensuring
independent waiting and gathering area. The have risen to the Professional ranks. a smooth and safe experience. So far, the
project, developed on 6.26 acres in Sector 72A,  Jahanvi Bakshi has won four tournaments foundation has succeeded in vaccinating over
Gurugram, once completed, will be the largest as a Professional and is currently #3 on the 28,000 and its efforts are ongoing.
in Gurugram along with being India’s first Order of Merit.
environment-friendly crematorium. Lastly, DLF Foundation contributed medical
 Hitaashee Bakshi has won three
equipment to government hospitals to assist
tournaments as a Professional and is
GOLF EXCELLENCE PROGRAM them during the COVID-19 pandemic. It
currently #2 on the Order of Merit.
donated a state-of-the-art CT Scan Facility
This program was instituted in 2017 in  Kartik Sharma was awarded the ‘PGTI
and a C-arm machine to the Civil Hospital in
partnership with the DLF Golf Academy and Emerging Player of the Year’ for 2021 and
Mussoorie. DLF Foundation also donated 10,000
K&A Golf Pvt Ltd. The approach is to support has recorded nine top -10 finishes on the
oximeters and ventilators to the Haryana and
and encourage talented young boys and girls Professional Golf Tour of India, with the
Uttarakhand Governments.
to pursue golf as a professional sport. Junior best finish being Runner-up at the Pune
golfers in the age group of 12 – 18 years are Open Championship 2021.

Sustainability Report 2021-22 75

Human
RIGHTS
Human Rights The following guidelines are applicable to all DLF believes in conducting
our employees and anyone doing business
DLF believes in conducting business for or with DLF and other material third-party
business responsibly and tries
responsibly and tries to take every stakeholder contractors to take every stakeholder
involved in the business with utmost sincerely.
Equal Opportunity and Non-Discrimination:
involved in the business
For this we have committed to respecting
human rights and this is formally dealt in via with utmost sincerely. For
Our inclusion and diversity policy helps us in
our corporate policy. We take responsibility
enabling a working atmosphere that is just
this we have committed to
for our huge workforce across our entire value respecting human rights and
and prohibits discrimination on the grounds
chain and proactively take measures to address
human rights concerns across our operations,
of any diversity. We have created a workplace this is formally dealt in via our
for our employees that is inclusive, diverse, and
supply chains, communities, and business
free for discrimination based on gender, caste,
corporate policy.
relationship as we form a complex network of
race, ethnicity, nationality, political opinion,
stakeholders at various levels. focus on emergency response and preventive
sexual orientation, diversity, etc. Our workforce
health and safety measures. All our stakeholder,
Our commitment to human rights is translated represents diversity. Selection and employee
including local communities are considered
into action through guidelines set forth in development of our workforce is basis the
while working on and implementing any such
our Human Rights Policy, as well as Code criteria of merit, capability and employee
policy.
of Business Conduct, Code of Conduct for performance.
Suppliers and the CSR Policy. They lay down our Anti-Harassment
Health and Safety
operating principles for our business, as well as
DLF practices a zero-tolerance policy for
expectations from our suppliers and business Our multiple policies to ensure employee health
discrimination and harassment. Our diversity
partners, in accordance with applicable labour and safety institutionalize health and safety
and inclusion approach is in-line with our anti-
laws and internationally accepted standards, processes. We aim to that provide a working
harassment policy and we prohibit all forms
including U.N. Guiding Principles on Business environment which is safe for all our employees
of harassment, both sexual and non-sexual
and Human Rights and International Labor and implement measures to prevent any
harassment, whether physical, psychological,
Organization’s Declaration on Fundamental workplace injuries and ill health, with special
verbal or written.
Principles and Rights at Work.

Sustainability Report 2021-22 76

We ensure that each employee may file a Respecting the rights of Local Communities
complaint or report a concern as per the
DLF strives to respect and uphold
process defined in our Whistle Blower Policy.
the human rights of the vulnerable,
DLF has a policy on Prevention of Sexual
disadvantaged, and local communities
Harassment (POSH), and any such incidents
surrounding our offices and project sites,
can be reported to the POSH Committee as
especially indigenous communities, women
per the process defined in the policy. All such
and children. We assess the impact of our
complaints are dealt with utmost seriousness
operations on these communities to identify
and kept confidential. Complaints are handled
any existing human rights-related risks and
and if proven right, disciplinary action is taken
take corrective actions. Moreover, we are
against the responsible employees. which
undertaking various social programmes
may include warning, dismissal, or legal action
on health, education, social infrastructure,
against the responsible employee(s).
skilling, and employment for the betterment
Equal Remuneration of the surrounding communities.

DLF offers competitive performance-based Data Privacy

compensation to all of its employees, which
Our stakeholder’s privacy is handled with
is in compliance with the applicable laws,
care at DLF and we protect data and
regulations and market standards. In line with
information to safeguard privacy concerns
or equal opportunity policies, we also ensure
of our customers and employees. Our
that our employees receive equal pay for equal
collected data is protected through regular
work, irrespective of their gender or any other
security upgrades and adequate employee
bias.
training is provided to ensure safeguarding
Prohibition of Child Labor and Forced Labor of sensitive information. Without explicit
consent of the concerned party, we do not
We strictly prohibit child labour or forced labour, engage in sharing any information to third
including bonded labour, slavery and human parties. As preventive measure, we have
trafficking, in our offices, and project sites and optimal security system for data leakages
require our suppliers and partners to prohibit and incident management.
the same in their operations.
One Horizon Centre, DLF 5, Gurugram

Sustainability Report 2021-22 77

 priorities are also considered, which the
Company seeks to safeguard

 Identifying Potential Human Rights

Risks: This comprises of an annual review
of the business objectives along with
the business environment, nature of our
business activities, business relationships
and the operating context. Our human
rights priorities are also taken into account,
which the Company seeks to safeguard
result from changes in our business
environment, strategy, new business
relationships or operations. Based on the
Human Rights Risk Management the risk management programme for their identified risks, a risk library is prepared,
All employees at DLF undergo training on the respective businesses, supported by the office which categorises them based on source of
Code of Conduct, Human Rights Policy and of Company Secretary, through an annual risk (internal or external), nature of business
other DLF policies at the time of induction, risk assessment as depicted in the figure and function.
as well as an annual refresher training, to below. Furthermore, they are supported by
ensure that employee behavior is in line the department heads who participate in the  Prioritization of Human Rights Risks:
with the principles upheld by the Company. identification and prioritization of the risks and Each identified risk is assessed to identify
Furthermore, our Supplier Code of Conduct are responsible for overseeing the development its relative priority, in order to arrive at
defines similar guidelines for all suppliers and and implementation of mitigation plans for the key risks for the business or ‘Risks That
partners to uphold human rights. This serves prioritized risks. Matter’ (RTM). This is undertaken through
as the first step toward our commitment to a risk mapping exercise which includes
Human Rights Risk Assessment Framework evaluating the potential impact and
prevent risks related to human rights.
Our Human Rights Risk Assessment Framework likelihood of occurrence of the risk, and to
Additionally, to identify and address potential involves following stages: rate each risk as high, medium or low.
risks in our operations and value chain, we
proactively undertake a human rights due  Establishing the context: This comprises  Risk Competency Scans: A risk
diligence process, which is based on our of an annual review of the business competency scan is performed to identify
group-wide risk management framework, objectives along with the business the extent to which the potential human
supported by a robust governance structure. environment, nature of our business rights risks are currently managed, through
As per the framework, the business unit activities, business relationships and the evaluation of the existing risk management
heads are responsible for implementing operating context. Our human rights strategies / techniques. This helps in

Sustainability Report 2021-22 78

 identifying any gaps in the existing system labour, modern slavery and human employees and contract workers. These
and determining areas of improvement for trafficking, working conditions, freedom assessments enable us to identify ‘risk hot
reducing the risk. of association, equal remuneration, non- spots’ or areas where potential human
discrimination and health and safety. This rights issues can occur in our operations,
 Risk Mitigation Plan: Based on findings of assessment is undertaken for employees as well as target group of stakeholders i.e.,
the risk competency scans, risk mitigation across all operations, third party contracted groups most vulnerable to the identified
plans are devised in consultation with the labour (which includes migrant workers) risks.
business heads. Mitigation plans can range and contractors. This is assessed for our
from risk prevention, through awareness
sessions and precautionary measures; risk
Human Rights Risk Assessment Framework
reduction through building capacity and
safeguards or risk elimination through
INPUT PROCESS OUTPUT
modifications in the business process.
Each mitigation plan is assigned a risk
Business Objectives, Establishing the
owner along with responsibilities and Context
Human Rights Priorties
milestones, which are then periodically
monitored.,
Human Rights Risk
Indentifying Potential Library
 Risk Monitoring and Reporting: The risk Human Rights Risk Human Rights Risks
mitigation plans are reviewed quarterly Universe
by the business and department heads,
to assess how well the identified potential
Risk Prioritization Prioritization Human Human Rights Risk that
risks are being managed and, if any Rights Risks Matter (RTM)
Framework
additional risk has emerged that can
adversely affect the business operations.
Risk identification and prioritisation Existing Risk Mitigation Risk Competency Scans
includes undertaking internal group- Plans
wide audits, which are often facilitated
by independent third parties and Project/Asset Level
Risk Mitigation Plan
include a detailed assessment of all our Plans
sites, including all operations, to track
performance on various human rights- Progress againts Key
Risk Montitoring & Performance Indicators
related subjects including adherence Reporting
to applicable labour laws, ensuring
prohibition of child labour, forced

Sustainability Report 2021-22 79

Risk Identification in
VALUE CHAIN
It is our endeavor to not only prohibit including our employees, suppliers, customers, safety, establishment of five safety committees
undesirable practices, but to not associate business partners and communities to for monitoring the adherence to protocols,
with any partner who is in dissonance with report any human right-related concerns. All development of appropriate infrastructure and
our principles of ethical practices. DLF has reported allegations are addressed, and we training programmes, safety management
measures throughout its procurement strive to resolve any human right issue within certifications for assets, in addition to periodic
procedures, including in contracts, to ensure 14 working days. All substantiated violations audits by external agencies.
respect for human rights. Prior to selection, are dealt seriously with remediation actions
every contractor and supplier undergo a depending upon the severity of violation and The Development Business (New Construction
comprehensive screening where compliance can also include termination of employees and Project) of DLF has undertaken measures
to labour laws and human rights such as child business contracts. such as preparation and implementation of
labour, working conditions, remuneration, standardised health and safety manual for all
freedom of association, health and safety Over the last three years, 100% of our sites, monthly reporting by contractors on safety
practices etc. is assessed. The suppliers post operations have been assessed for risks related aspects, periodic safety audits at construction
on-boarding, are assessed at regular intervals to human rights. As the Company manages sites and deployment of safety engineers.
in line with our due diligence process, to a significant portfolio of real estate assets,
ensure timely identification and addressal of health and safety is identified as a potential Furthermore, there were no actual violations
any existing risks. The details of supplier risk risk for both rental and Development Business of human rights in FY 2020-21, including
assessment are provided in the section on (New Construction Project) of DLF, which may no complaints around child labour, forced/
Responsible Supply Chain Management. impact tenants, occupants, employees and involuntary labour, or discriminatory
contractors. Robust mitigation plans have employment were reported.
Grievance Redressal Framework been devised separately for both businesses,
which are consistently implemented across
We have institutionalised a mechanism all assets. For instance, the Rental business
to allow for reporting and remediation of (Standing investments) of DLF engaged with
all human rights violations through our DuPont to establish and implement a robust
ombudsman process and whistle blower EHS framework for its rental assets, including
policy. This allows all our stakeholders documented standard protocols for health and

Sustainability Report 2021-22 80

 KPMG Assurance and Consulting Services Telephone: +91 124 336 9000
LLP
Fax: +91 124 336 9001
Building No. 10, 4th Floor, Tower-B & C Internet: www.kpmg.com/in
DLF Cyber City, Phase - II Email:[email protected]
Gurugram - 122 002 (India)

Independent Limited Assurance Statement to DLF Limited on sustainability parameters of

Sustainability Report FY 2021-22

Sustainability Report 2021-22

To
The Management of DLF Limited,
Shopping Mall, 3rd Floor, Arjun Marg, Phase-I,
DLF City, Gurugram - 122 002,
Haryana.

Introduction

We, KPMG Assurance and Consulting Services LLP (‘KPMG’), have been engaged for the purpose of providing
assurance on the selected sustainability parameters of Sustainability Report FY 2021-22 (‘the Report’) of DLF
Limited (‘the Company’ or ‘DLF’) for FY 2021-22. Our responsibility was to provide assurance on the selected
aspects of the Report as described under ‘boundary, scope, and limitations’ below.

Reporting Criteria

The Company applies non-financial performance criteria for developing its report derived from the following:
• Global Reporting Initiative (GRI) Standards “in accordance – Core option”.

Assurance standards used

We conducted the assurance in accordance with

• Assurance requirements of International Federation of Accountants’ (IFAC) International Standard on
Assurance Engagement (ISAE) 3000 (revised) – Assurance Engagements Other than Audits or Reviews of
Historical Financial Information, to select non-financial sustainability disclosures in the Report.
o Under this standard, we have reviewed the information presented in the Report against the
characteristics of relevance, completeness, reliability, neutrality, and understandability.
o Limited assurance consists primarily of enquiries and analytical procedures. The procedures
performed in a limited assurance engagement vary in nature and timing and are less in extent than
for a reasonable assurance engagement.

Scope, Boundary and Limitations

The following is covered under the scope and boundary of the assurance engagement:
• The scope of assurance covers the non-financial performance data as presented in the DLF's
Sustainability Report for the period of 01 April 2021 to 31 March 2022, as per the table below.
• Following selected non-financial sustainability disclosures in ‘the Report’ were subjected to limited
assurance:

GRI Standards: General Disclosures

• Organizational Profile (2016): GRI 102-8 and • Stakeholder Engagement (2016): GRI 102-40,
GRI 102-13 102-42, 102-43 and 102-44
• Strategy and Analysis (2016): GRI 102-14 • Reporting Practice (2016): GRI 102-45 to GRI
• Ethics and Integrity (2016): GRI 102-16 102-47 and GRI 102-50 to GRI 102-56
• Governance (2016): GRI 102-18 • Management Approach (2016): 103-1 to 103-3.
GRI Standards: Topic Specific Standards: Environmental

• Energy (2016): 302-1

• Water (2018): 303-3, 303-4, 303-5
• Emissions (2016): 305-1, 305-2
GRI Standards: Topic Specific Standards: Social

• Employment (2016): 401-1, 401-2, 401-3.

• Occupational Health and Safety (2018): 403-9, 403-10.
• Training and Education (2016): 404-1, 404-2.
• Diversity and Equal Opportunity (2016): 405-1, 405-2.

KPMG Assurance and Consulting Services LLP, an Indian limited KPMG (Registered) (a partnership firm with Registration No. BA- Registered Office: 2nd Floor,
liability partnership and a member firm of the KPMG global 62445) converted into KPMG Assurance and Consulting Services Block T2 (B Wing) Lodha Excelus,
organization of independent member firms affiliated with KPMG LLP (a Limited Liability Partnership with LLP Registration No. AAT- Apollo Mills Compound, N M Joshi
81

International Limited, a private English company limited by 0367), with effect from July 23, 2020 Marg, Mahalaxmi, Mumbai - 400011
guarantee
 KPMG Assurance and Consulting Services Telephone: +91 124 336 9000
LLP
Fax: +91 124 336 9001
Building No. 10, 4th Floor, Tower-B & C Internet: www.kpmg.com/in
DLF Cyber City, Phase - II Email:[email protected]
Gurugram - 122 002 (India)

• The boundary of the report includes the data and information from DLF sites as mentioned in the Report
section – Reporting Boundary

Sustainability Report 2021-22

• Data review and validation for the following sites was performed through physical site visits:
o DLF Mall of India Noida
o DLF Cybercity Building no.8 Gurugram
o DLF Cyber Park Gurugram
o DLF DownTown Gurugram
o DLF Gateway Tower Gurugram (HR - Head office)
• The assurance scope excludes:
o Data related to Company’s financial performance.
o The Company’s statements that describe expression of opinion, belief, aspiration,
expectation, aim or future intention and assertions related to intellectual property rights and
other competitive issues.
o Data and information outside the defined reporting period.
o Strategy, regulatory compliance, and other related linkages expressed in the Report.

Assurance procedures
Our assurance process involves performing procedures to obtain evidence about the reliability of specified
disclosures. The nature, timing, and extent of procedures selected depend on our judgment, including the
assessment of the risks of material misstatement of the selected sustainability disclosures whether due to fraud
or error. In making those risk assessments, we have considered internal controls relevant to the preparation of
the Report to design assurance procedures that are appropriate in the circumstances.
Our assurance procedures also included:
o Assessment of the Company’s reporting procedures regarding their consistency with the
respect to reporting criteria.
o Evaluating the appropriateness of various assumptions, estimations, and materiality
thresholds used by the Company for data analysis.
o Evaluating the appropriateness of the quantification methods used to arrive at the
sustainability disclosures presented in the Report.
o Review of systems and procedures used for quantification, collation, and analysis of
sustainability disclosures included in the Report.
o Discussions with the personnel at the corporate and business unit level responsible for the
data and information presented in the Report.
o Assessment of data reliability and accuracy.

Appropriate documentary evidences were reviewed on sampling basis to support our conclusions on the
information and data verified. Where such documentary evidence could not be collected due to the sensitive
nature of the information, our team reviewed the same with the relevant authority at select sites and at the
corporate office.

Conclusions

Based on our assurance procedures and in line with the boundary, scope, and limitations, we conclude that, for
the selected performance data subjected to limited assurance procedures as defined under the scope of
assurance, nothing has come to our attention that causes us not to believe that these are appropriately stated in
all material respects, in line with the reporting principles of the GRI Standards.
We have provided our observation to the Company in a separate management letter. These do not, however,
affect our conclusions regarding the Report.

Independence

The assurance was conducted by a multidisciplinary team including professionals with suitable skills and
experience in auditing environmental, social, and economic information in line with the requirements of the ISAE
3000 (revised) standard. Our work was performed in conformance to the requirements of the IFAC Code of Ethics
for Professional Accountants, which requires, among other requirements, that the members of the assurance
team (practitioners) as well as the assurance firm (assurance provider) be independent of the assurance client,
in relation to the scope of this assurance engagement, including not being involved in writing the Report. The
Code also includes detailed requirements for practitioners regarding integrity, objectivity, professional
competence and due care, confidentiality, and professional behavior. KPMG has systems and processes in place
to monitor compliance with the Code and to prevent conflicts regarding independence. The firm applies
International Standard on Quality Control (ISQC) 1 and the practitioner complies with the applicable

KPMG Assurance and Consulting Services LLP, an Indian limited KPMG (Registered) (a partnership firm with Registration No. BA- Registered Office: 2nd Floor,
liability partnership and a member firm of the KPMG global 62445) converted into KPMG Assurance and Consulting Services Block T2 (B Wing) Lodha Excelus,
organization of independent member firms affiliated with KPMG LLP (a Limited Liability Partnership with LLP Registration No. AAT- Apollo Mills Compound, N M Joshi
82

International Limited, a private English company limited by 0367), with effect from July 23, 2020 Marg, Mahalaxmi, Mumbai - 400011
guarantee
 KPMG Assurance and Consulting Services Telephone: +91 124 336 9000
LLP
Fax: +91 124 336 9001
Building No. 10, 4th Floor, Tower-B & C Internet: www.kpmg.com/in
DLF Cyber City, Phase - II Email:[email protected]
Gurugram - 122 002 (India)

independence and other ethical requirements of the International Ethics Standards Board for Accountants
(IESBA) code.

Sustainability Report 2021-22

Responsibilities

DLF is responsible for developing the Report contents. DLF is also responsible for identification of material
sustainability issues, establishing and maintaining appropriate performance management and internal control
systems and derivation of performance data reported. This statement is made solely to the Management of DLF
in accordance with the terms of our engagement and as per scope of assurance. Our work has been undertaken
so that we might state to DLF those matters for which we have been engaged to state in this statement and for
no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone
other than DLF for our work, for this Report, or for the conclusions expressed in this independent assurance
statement. The assurance engagement is based on the assumption that the data and information provided to us
is complete and true. We expressly disclaim any liability or co-responsibility for any decision a person or entity
would make based on this assurance statement. By reading this assurance statement, stakeholders acknowledge
and agree to the limitations and disclaimers mentioned above.

Apurba Mitra
Associate Partner
KPMG Assurance and Consulting Services LLP
Dated: 20th July 2022

KPMG Assurance and Consulting Services LLP, an Indian limited KPMG (Registered) (a partnership firm with Registration No. BA- Registered Office: 2nd Floor,
liability partnership and a member firm of the KPMG global 62445) converted into KPMG Assurance and Consulting Services Block T2 (B Wing) Lodha Excelus,
organization of independent member firms affiliated with KPMG LLP (a Limited Liability Partnership with LLP Registration No. AAT- Apollo Mills Compound, N M Joshi
83

International Limited, a private English company limited by 0367), with effect from July 23, 2020 Marg, Mahalaxmi, Mumbai - 400011
guarantee
 GRI CONTENT
INDEX

Clubhouse at The Camellias, DLF5, Gurugram

GRI Content Index
GRI
GRI Indicator Reference Section Page Number
Standard
Organizational Profile

102-1 Name of the organization Title page 01

102-2 Activities, brands, products, and services Corporate Overview 07

102-3 Location of headquarters Corporate Overview 07

102-4 Location of operations Corporate Overview 07

Public Limited
102-5 Ownership and legal form -
Company

102-6 Markets served Reporting Boundary 05

102-7 Scale of the organization Employee Engagement & Development 61

Employee Engagement & Development, Diversity and

102-8 Information on employees and other workers 58, 61
Equal Opportunity

102-9 Supply chain Sustainable Supply Chain 38

Significant changes to the organization and its

102-10 Corporate Overview 07
supply chain

102-11 Precautionary Principle or approach NA

102-12 External initiatives Creating Value & Alignment with UN SDGs 17

102-13 Membership of associations Stakeholder Engagement 20

Sustainability Report 2021-22 85

 GRI Page
GRI Indicator Reference Section
Standard Number

Strategy

102-14 Statement from senior decision-maker Message from Chairman 06

Ethics & Integrity

102-16 Values, principles, standards, and norms of behaviour Corporate Overview 07

Governance

102-18 Governance structure Corporate Governance 26

Stakeholder Engagement

102-40 List of stakeholder groups Stakeholder Engagement 20

102-41 Collective bargaining agreements NA NA

102-42 Identifying and selecting stakeholders Stakeholder Engagement 20

102-43 Approach to stakeholder engagement Stakeholder Engagement 20

102-44 Key topics and concerns raised Stakeholder Engagement 20

Reporting Practice

Entities included in the consolidated financial

102-45 Annual Report Annual Report
statements

102-46 Defining report content and topic Boundaries About the Report 04

102-47 List of material topics Materiality Assessment 23

102-48 Restatements of information NA NA

102-49 Changes in reporting NA NA

102-50 Reporting period About the report 04

102-51 Date of most recent report About the report 04

Sustainability Report 2021-22 86

 GRI Page
GRI Indicator Reference Section
Standard Number

102-52 Reporting cycle About the report 04

102-53 Contact point for questions regarding the report About the report 04

Claims of reporting in accordance with the GRI

102-54 About the report 04
standards

102-55 GRI content index GRI Index 85

102-56 External assurance Assurance statement 81

Management Approach

103 Management Approach Our Approach to Sustainability 16

Economic Performance

201-1 Direct economic value generated and distributed Economic Performance 12

Procurement Practices

204-1 Proportion of spending on local suppliers Sustainable Supply Chain 38

103 Management Approach Valuing Our Ecosystem 44

Materials

301-1 Materials used by weight or volume Sustainable Construction 37

Energy

302-1 Energy consumption within the organization Energy Management 49-50

Water

303-3 Water withdrawal Water Stewardship 51

303-4 Water discharge Water Stewardship 51

303-5 Water consumption within the organization Water Stewardship 51

Sustainability Report 2021-22 87

 GRI Page
GRI Indicator Reference Section
Standard Number

Biodiversity

Operational sites owned, leased, managed in, or

304-1 adjacent to, protected areas and areas of high Biodiversity 55
biodiversity value outside protected areas

Emission

305-1 Direct (Scope 1) GHG emissions Climate Change and GHG emissions 45

305-2 Energy indirect (Scope 2) GHG emissions Climate Change and GHG emissions 45

Effluents and Waste

306-2 Waste by type and disposal method Waste Management 53

Environmental compliance

Non-compliance with environmental laws and

307-1 Valuing Our Ecosystem 44
regulations

103 Management Approach Governance

Employment

401-1 New employee hires and employee turnover Employee engagement and development 61

Benefits provided to full-time employees that are

401-2 Employee engagement and development 61
not provided to temporary or part-time employees

401-3 Parental leave Employee engagement and development 61

Occupational Health and Safety

Occupational health and safety management

403-1 Occupational Health and Safety 65
system

Sustainability Report 2021-22 88

 GRI Page
GRI Indicator Reference Section
Standard Number

Hazard identification, risk assessment, and incident

403-2 Occupational Health and Safety 65
investigation

403-3 Occupational health services Occupational Health and Safety 65

Worker participation, consultation, and

403-4 Occupational Health and Safety 65
communication on occupational health and safety

403-5 Worker training on occupational health and safety Occupational Health and Safety 65

403-6 Promotion of worker health Occupational Health and Safety 65

403-9 Work-related injuries Occupational Health and Safety 67

403-10 Work-related ill health Occupational Health and Safety 67

Training and Education

404-1 Average hours of training per year per employee Employee engagement and development 61

Training and Education

Programmes for upgrading employee skills and

404-2 Employee engagement and development 62
transition assistance programmes

Percentage of employees receiving regular

404-3 Employee engagement and development 62
performance and career development reviews

Diversity and Equal Opportunity

405-1 Diversity of governance bodies and employees Working at DLF: Diversity and Inclusion 58

Ratio of basic salary and remuneration of women to

405-2 Working at DLF: Diversity and Inclusion 58
men

Sustainability Report 2021-22 89

 GRI Page
GRI Indicator Reference Section
Standard Number

Non- discrimination

Operations and suppliers at significant risk for

406-1 Human Rights 76
discrimination

Child Labour

Operations and suppliers at significant risk for

408-1 Human Rights 76
incidents of child labour

Forced or Compulsory Labour

Operations and suppliers at significant risk for

409-1 Human Rights 76
incidents of forced or compulsory labour

Operations with local community engagement,

409-2 Corporate Social Responsibility 70
impact assessments, and development programmes

Sustainability Report 2021-22 90

DLF Cybercity, Gurugram
Sustainability Report 2021-22 92