the sustainability report 2016chhatrapati shivaji international airport (csia) is considered to be...

THE SUSTAINABILITY

Report 2016Mumbai International Airport Pvt. Ltd.

As imagination is the root of innovation, we persistently work towards materializing our dreams

to envision the change for enriching the journey experience. Every innovation in the world began as

some nebulous idea. It is our virtuosity and perseverance that has helped us to emerge as one of the

best. The very manifestation of 'state-of-the-art' airport has been a testimony to our years of efforts. As

the world is changing at a rapid pace, it is this imagination and innovation that will endure to bring

forward unprecedented levels of achievements for us. The winds of change have left a positive effect on

the Indian aviation industry which has performed well over the years.

The new terminal at Chhatrapati Shivaji International Airport (CSIA) is the perfect expression of our

achievements, ambition and imagination. We have been implementing innovative ideas in our surroundings to

come up with unique services for our customers. Our efforts have created ripples around the globe, not just

for our imagination in design but also for our commitment towards sustainability, innovation towards

preserving art and passenger comfort.

Our endeavor towards making CSIA a world-class airport sets new benchmark of service excellence in the

aviation industry. In the eventful journey thus far of an evolving CSIA, we have been receiving tremendous

global response and accolades from all our stakeholders. This is showcased by the recognition we have

received from Airport Council International (ACI) as the best airport for Airport Service Quality (ASQ) in the 25-

40 million passengers per annum category as well as the 'Best Customer Experience Award' by Customer

Experience Management (CEM) Asia for our Pranaam GVK Guest Services. We will continue our efforts to

enhance customer delight with focused concentration and create moments of memories for travelers.

As we look forward to the future, there are a few daunting challenges inherent to the airport premises.

These challenges motivate us to live up to our drive and ambitions to raise expectations of our

stakeholders. In a city where inventiveness is a way of life, this is just a beginning where we have

set our own international benchmark in achieving par excellence in the field of design,

operations and management. With innovative planning and smart operations, we are

determined to maintain the standing of CSIA amongst the world's best airports that will

deliver contemporary India and Mumbai to the world!

Imagination is Inspirational "Logic will get you from A to Z, Imagination will get you everywhere"

- Albert Einstein

Message from Executive Chairman

At Mumbai International Airport Private Limited, we take

great pride in managing and operating one of the

world's busiest airports. It is a great honor for us to be

responsible and be the steering factor for the CSIA. The

airport not only caters to India's sectoral growth in

finance and tourism, but also efficiently handles the

country's air traffic growth, which is an important

catalyst for India's Gross Domestic Product.

India's civil aviation industry is on a high growth

trajectory and as India envisions to lead the global

market, we continue our commitment to provide world

class infrastructure to our stakeholders amidst all the

ongoing changes happening in the country. With the

expansion of the airport by constructing Terminal 2, we

have made relentless efforts for modernization and up-

gradation of the systems and facilities for the

passengers to make their journey safe, seamless and

joyous.

As an organization, we have always endeavored to work hard towards an inclusive growth achieved through

meaningful sustainable initiatives. In fact, we have successfully completed a decade of operations in May 2016. In

these 10 years we have made impressive strides in the diverse areas of sustainability management including

energy conservation, environmental management and social programmes. As a part of our continuous effort

towards good corporate citizenship, we have taken consistent and comprehensive efforts to realize our vision in

environment management and sustainable performance.

I am pleased to share with you, some of the key highlights of the year, which includes the successful renewal of

Airport Carbon Accreditation Level 3 “Optimisation” with greater awareness and sensitization of the stakeholders

towards the airport industry's response to the challenge of climate change. We were honored with the prestigious

“Vasundhara Award 2015” for excellence in environmental performance and protection by the Maharashtra

Pollution Control Board. We also received the coveted “GreenCo Gold Rating” by the CII–Sohrabji Godrej Green

Business Centre in February, 2016. GreenCo rating is an industry benchmark for exemplary work in the areas of

environmental management, energy management, green supply chain, material conservation and other

environmental initiatives.

Currently, there is a lot of optimism in the aviation sector. With the commencement of new airlines and linkages of

new regional routes, we are confident that this will boost the economic status of our country. I am enthusiastic

about the prospective opportunities that are gradually emerging and I am confident that our constant endeavor to

ensure the sustainability of our business will take us to a brighter and more sustainable tomorrow.

Dr. G.V.Krishna Reddy

It gives me immense pleasure to present our third

Sustainability Report for the reporting period FY 2014-15

and FY 2015-16, which reaffirms our commitment

towards sustainability. This report is in conformity with

the comprehensive model set out in the international G4

guidelines developed by Global Reporting Initiative (GRI),

including the sector disclosures for airport operators.

This report delineates the contributions and initiatives

towards the economic, environment and social

sustainability as well as strategies to drive the same.

Our sustaining success at MIAL is about running a

responsible business, by acknowledging and responding

to diverse stakeholder groups, enhancing productivity

while controlling risks, attaining growth while respecting

the environment, and restraining costs while delivering a

positive socio-economic impact.

On the economic front, we aspire to maximize the

economic and social benefits of MIAL. On the

environmental front, our focus is to prevent, reduce or offset any impact on the environment by implementing

energy efficient initiatives, harnessing renewable energy etc. On the social front, we aim to provide a safe and

healthy environment and an enriching experience for our passengers and our people. We aim to constantly

improve our strategies and business conduct, to achieve a sustainable business growth and enhance long term

stakeholder value.

Looking ahead, we have a unique opportunity to grow and lead MIAL to greater heights with a strong focus on our

customers and our services. In conclusion, I would like to assure fellow stakeholders that we will continue to

create newer benchmarks that will set the bar for others in the industry, to emulate and follow.

G.V.Sanjay Reddy

Message from Managing Director

Chhatrapati Shivaji International Airport (CSIA) is

considered to be one of most challenging airports in the

world. Despite the challenges, it is one of the leading

airports in South Asia and handles 18.6% of all India

traffic. In FY 2015-16, 41.67 million passengers were

handled at CSIA with a growth of 13.7% YoY. This growth

in a constrained environment is driven by MIAL's vision

for CSIA “to be one of the world's best airports that

consistently delights customers and be the pride of

Mumbai”.

We, at CSIA, have always focussed on innovation, driving

sustainability with growth, and it is reflected in all our

activities. The New Integrated Terminal 2 is providing

improved facilities and reduced connecting time for the

passengers. Through the dedicated efforts of the team,

we have increased CSIA's runway capacity to 45 air

traffic movements per hour during peak hours. It is

commendable to note that we have also managed to

touch 52 movements per hour during certain hours of

the day. This incredible feat has established us being the only airport in the world handling maximum daily air

traffic movements on a single runway. In addition, we are the only airport in India handling three A380 operations

daily. Some of our other noteworthy achievements have been the Airport Carbon Accreditation Level-3

(Optimisation) accreditation by ACI, e-freight compliant certification by IATA and induction in the elite ACI's

Director General's Roll of Excellence for 2015.

Various new facilities, like commissioning of Taj Santacruz hotel, day/transit hotels, first of its kind mobile app

with 'Augmented Reality' feature and mobile phone boarding facility, have further improved the experience of

passengers travelling from CSIA. Green initiatives are pivotal in our overall approach towards sustainability and

various environment friendly measures have been adopted by us.

CSIA has been ranked No. 1 airport in the world and it reflects that our constant efforts to improve and sustain

have been duly acknowledged by the passengers. We are now focusing on further augmenting the airside capacity

to handle more flight movements, thereby providing more flight options to the travelling public. Customer

experience will always be critical for us and we will concentrate our efforts to enhance the passenger experience

through technology inclusion and effective stakeholder collaboration.

R.K. Jain

Message from CEO

Table of Contents

Foreword 1

Sustainability Highlights 2

Sustainability Targets and Performance 4

About the Report 11

Organization Profile 12

Creating Value 30

Customer Delight 36

Environmental Performance 46

Workforce Management 64

Community Development 78

Abbreviations 84

Assurance Statement 87

GRI G4 Content Index 91

Sector Disclosure – Airport Operators 107

NVG Mapping 108

Certifications, Awards and Accolades 109

1

We at MIAL hold sustainability as not only critical in

managing our economic, social and environmental

risks, obligations and opportunities, but also make it

central to our business strategy.

Post commissioning of iconic Terminal 2, which has

been applauded internationally by the experts in the

travel fraternity and has won multiple accolades across

the globe, CSIA has put in strenuous efforts to further

enhance its operational excellence while conforming to

highest standards of environment management. In the

reporting year, we committed to perform beyond our

business agenda to minimize our carbon footprints for

promoting greener environment and to augment our

contribution to society, apart from engaging our

customers with seamless travel experience providing

world-class services.

Sustainability has become an intrinsic part of overall

environmental management at MIAL. We have

undertaken several innovative initiatives and have been accredited to various commendations and certifications.

Few of which are as follows:

¦ Received Vasundhara Award 2015, by the State Government & Maharashtra Pollution Control Board

(MPCB) for excellence in environment management and compliance.

¦ Achieved Level-3 Accreditation under Airports Carbon Accreditation (ACA).

¦ Received THE SWORD OF HONOUR by the British Safety Council for excellence in health and safety

management.

¦ Obtained the coveted ISO 50001:2011 certification that conforms the systemic measures established

towards energy management system standards.

¦ Awarded 'GreenCo Gold Rating' by CII-GBC for exemplary work in the areas of environment and energy

management, green supply chain, material conservation and allied green programmes.

Most of these examples serve to exemplify the importance we place on working collaboratively to improve our

sustainability performance and standards. We have formulated a Corporate Social Responsibility (CSR) Policy that

helps us to identify the key areas where we would continue to implement our CSR projects aimed at promoting

primary education, healthcare, women empowerment and conservation of natural resources.

With an endeavor to act responsibly and create value for all our stakeholders, we continuously engage with our

stakeholders to understand their concerns. Based on the feedback we prioritize the material issues for the

organization. We wish to acknowledge with deep sense of appreciation the cooperation and support received from

all stakeholders including Central, State and Local Regulatory Authorities, international agencies, air travelling

communities, airlines and other stakeholders.

We invite our readers to peruse our third Sustainability Report and provide us with valuable feedback to make a

strong contribution to sustainable development of the airport.

Foreword

Dr. Narendra Hosabettu, Executive Vice PresidentCorporate Environment and Sustainability

2

4.96

3

Reduction in water consumption per million pax in 2015-16 as compared to 2013-14

Decrease in direct emissions per million pax in 2015-16 as compared to 2013-14. COCOCO222

39%

Increase in the amount of non-hazardous waste recycled in 2015-16 as compared to 2013-14

21%

Spent on community initiatives in the reporting period

INR 3.98 Million

Capacity of solar power plant installed

1,060 Kwh

Man hours of training imparted to employees in 2014-15 and 2015-16

48%

90,942

4

Sustainability Targets and Performance

Ongoing Planned Completed Continuous

Field Performance Area Activity Target Status

Economic

Performance

Increasing capacity of

the airport to 52 million

passengers per year

Upgrading the runway

capacity

48 aircraft movements per

hour

Capital projects such as

taxiway extensions,remote parkingbay, cargo terminalimprovement, passenger

terminal improvements,

parking improvement and

apron expansion

Enhancement in the airside

efficiency

Main rescue and firefighting

building

Improvement in response

time in case of airside

emergency

Support projects for

airport expansion

Construction of waterdrainage system

Completion along with

Terminal 2

Common user fuel farm Improvement in the ATF

supply services

Metrological farm Installation of Advanced

Weather Monitoring System

Service

Quality

Communication Communicating performance

to stakeholders

Publication of sustainability

report

Annual reporting of GHG

emissions and reduction

initiatives to DGCA

Sourcing renewable

energy

Installation of solar panels at

terminals

Installation of solar panels at

T1B roof top – 650 KWp

Solar panel installation at

roof top of T1B Multi Level

Car Park – 410 KWp

Additional locations to be

evaluated for installation of

solar panels - 1,700 KWp

5


Safety Lost mandays Zero man days lost due to

safety related incidences

Security Incident free airport Zero incidences related to

security

Provision of facilities to ensure

women who work late reach

home safely

Transfer process Connecting time Domestic/International:60 min

Handling of complaints 100% complaints to be

responded within 2 working

days

Response to phone calls 5% calls to be answeredwithin 20 seconds

Availability of flight

information

98% of time available

Automated services 98% of time available

Lifts, escalators etc 98% of time available

Repair connection time 95% of high prioritycomplaints within 4 hrs

95% of other complaints within

24 hrs

Baggage trolleys 100% availability

Cleanliness Achieve a satisfactorycleanliness rating for95% of all inspections

Availability of wheel chairs 100% of time within 5minutes

Terminal services Assistance for thedisabled

100% of time within 5minutes


6


Check in Maximum queuing

time

05 minutes for business class

Maximum queuing

time

20 minutes for economy class

Security check Waiting time in

queue

95% of passengers wait less than 10

minutes

CIQ Checking time in

queue

95% of passengers wait less than 10

minutes

Baggage delivery Time for bag deliveryfrom aircraft arrival

Domestic: first bag 10 min, from on

blocks time

Domestic: last bag 30 min, from on

blocks time

International: first bag 15 min, from on

blocks time

International: last bag 40 min, from on

blocks time

Passenger arrivalprocess (International)

Time taken from

aircraft arrival to

kerbside

95% of passengers take less than 45

min

Passenger boarding

bridges

% passengers

served by boarding

bridges

International: 90% of annual

passengers

Runway system Delays to arriving/departing aircraft

Average annual delay per aircraft: 4minutes or better based on provision ofInternational standard air traffic

control procedures and equipment as

per communication navigation system/

air traffic movement (CNS/ATM)

agreement.

Car parking Average time taken

to find parking space

95% of drivers take less than 5

minutes

Average time to

depart airport from

parking space

95% of drivers take less than 5

minutes


7



Taxis Maximum waiting

time

95% of drivers wait less than 3

minutes

Gate lounges Seating availability Seats for 80% of gate lounge

population

Cargo services Average dwell time For imports, maximum processing

time of within 24 hours

For exports, maximum processing

time of within 24 hours

Rainwater harvesting Adapt the infrastructure of existing

terminals, landside and airside toenable rain water harvesting

Communication Communicatingperformance tostakeholders

Publication of sustainability report

Annual reporting of performance to

carbon disclosure project

Annual reporting of Greenhouse Gas

(GHG) emissions and reduction

initiatives to Directorate General of

Civil Aviation (DGCA)

Souring renewable

energy

Feasibility study of

use of renewable

energy

Completion of feasibility study, to

identify potential sources of renewable

energy, by March 2013

Feasibility

studycompleted,

installationto be started.

8


Social

Performance

Social development Education &

sanitation facilities to

under privileged

children

Education for underprivileged children

Sponsoring distribution of “The Hindu

– In School edition” newspaper in

Municipal Corporation of Greater

Mumbai (MCGM) schools

Education & sanitation for children in

tribal areas

Helping differently

abled

Education and vocational training for

deaf students

Promoting education

including special

education, gender

equality and

empowering women

Exposure to aspiring youth to explore

entrepreneurial opportunities by

visiting various locations and meeting

social entrepreneurs and leaders

Medical camps Voluntary blood donation camp

organized at Central Industrial of

Security Force Kalina

Pulse Polio Immunization Drive at

CSIA

Develop & implement Medical

Standards for Airside Drivers based

upon international guidelines

Infrastructure Improving infrastructure in

surrounding neighborhood


9

Field Performance

Area Activity Target Status

Environment

Performance

Environment

improvement

initiatives

Organic waste

converter

Treatment of food waste generated at

CSIA for generating manure

Noise monitoring

system

Implementation of continuous aircraft

noise monitoring system at CSIA

Continuous ambient

air quality monitoring

system

Implementation of continuous ambient

air quality monitoring system at CSIA

as per National Ambient Air Quality

Standard 2009 (NAAQS)

Carbon accounting &

management system

Implementation of Carbon Accounting

and Management System (CAMS) for

quantification of CO2 emissions. Achievement of Airport Carbon

Accreditation level -3 - Optimisation

Energy consumption

reduction

Reduction of overall energy

consumption by 2%

Water consumption

reduction

Reduction of overall water

consumption by 2%

Entry to level 3 domestic departures at T2

11

With this edition, we are pleased to present to you the Third Sustainability Report of Mumbai

International Airport Private Limited (MIAL). The biennial report entails our performance and

achievements from 1st April 2014 – 31st March 2015 and 1st April 2015 – 31st March 2016. This

sustainability report is reviewed by the sustainability core team and is approved by the Executive

Vice President – Environment to ensure all the significant material aspects are addressed in the

report.

Through this report we have presented our sustained efforts to monitor, manage and improve our triple

bottom line performance. This report includes performance data, initiatives and information pertaining to

our operations at Chhatrapati Shivaji International Airport (CSIA), Mumbai. We have reported Greenhouse 1Gas (GHG) emissions data for airlines and ground handling services as a part of the report scope and

boundary. The reported data on economic performance is based on audited financial statements by the

Company's statutory auditors.

The report has been developed 'In accordance' - Comprehensive with GRI G4 Guidelines. With a view to

enhance reliability, accuracy and traceability of the data and information presented in this report, our top

management has appointed Bureau Veritas Certification to provide independent external assurance. The

assurance process was conducted in line with the requirements of the Assurance Standard AA1000AS (2008)

Type 1 assurance.

The content of the report has been aligned to the material issues identified through stakeholder engagement

and materiality assessment process. This involves direct consultation with our internal and external

stakeholder groups such as Employees, Passengers, Commercial concessionaires, Fuel companies, Ground

handlers, Vendors / Suppliers / Contractors, Airlines, Cargo / Logistics and Airport Authority of India. This

overall process has helped identify issues material to both MIAL and its stakeholders.

This report is also linked to the nine principles defined under the National Voluntary Guidelines on Social,

Environmental and Economic (NVG-SEE) Responsibilities of Businesses in India issued by the Ministry of

Corporate Affairs, Government of India.

ADVISORY STATEMENT

This report contains “forward-looking statements” describing the Company's objective, projections,

estimates and expectations. Actual results could differ materially from those expressed or implied.

Important factors that could make a difference to the Company's operations include, among others,

economic conditions affecting demand / supply and price conditions in the domestic and overseas

markets in which the Company operates, changes in the Government regulations, laws and other

statutes and incidental factors.

ABOUT THE REPORT

1 As per ICAO’s Ambient Air Quality manuals (Doc 9889), the average atmospheric mixing height is 3,000 ft. The LTO emission calculation is done for this height as pollutants emitted above mixing height do not have direct impact on local air quality.

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ORGANIZATION PROFILE

13

“Chhatrapati Shivaji International Airport

(CSIA) has been rated as the world’s no. 1

airport for 2015 in 25-40 million passengers

per annum category by Airport Council

International”

VisionTo be one of the world's best airports that consistently delights customers and

be the pride of Mumbai

MissionOur Mission is to own, develop and operate airports that:m Conform to the highest standards of safety and securitym Provide easy to use, efficient and high quality facilitiesm Exceed customer expectationsm Reflect the spirit of Mumbai and the cultural heritage of Indiam Create value for stakeholders

Our Core ValuesWe will deliver our vision through:¦ Customer focus: 'expected' to 'exceptional'¦ Passion for excellence: the best, always¦ Team work: one team, one dream¦ Respect: give to get respect¦ Performance driven: make it happen¦ Integrity: integral to what we do

MIAL is a Public Private Partnership (PPP) and Joint

Venture between Airports Authority of India (AAI) and GVK

led Consortium comprising GVK Airport Holdings Private

Limited (GVKAHPL), Airports Company South Africa

Global Limited (ACSA), and Bid Services Division

(Mauritius) Limited (“GVK Consortium”).

The incorporation of MIAL headquartered in Mumbai took

ndplace on 2 March 2006 to take over the existing CSIA,

Mumbai. MIAL entered into Operation, Management and

Development Agreement (OMDA) with the AAI on 4th April

2006. Following the terms and conditions of the said

agreement, MIAL has been granted an exclusive right and

authority to undertake operations,

maintenance, development, design,

construction, up gradation, modernization,

finance and management of the airport for

a primary period of thirty years, which is

further extendable by another thirty years.

We continuously strive to comply with all

the service requirements of the OMDA and

there have not been any non-compliances

regarding the provision of service as per

the OMDA during the reporting period.

GVK AHPL50.50%

AAI26%

ACSA Global10%

Bid Service Division13.50%

Shareholding Pattern at

MIAL

14

Sustainability Challenges and OpportunitiesAt MIAL, we give topmost priority to identify various risks and opportunities for the business operations and have

continuously put our efforts to prepare ourselves for the risks arising out of the changing business environment.

The various risks emerge from internal environment like operations, strategy, systems and processes etc. and

external environment like competition, reforms in government policies and forex fluctuations. These risks have a

significant impact on the functioning of our organization. Therefore, we regard it important to identify such risks

and take actions in advance to mitigate such risks. Our Sustainability Management Framework has helped to

identify key concerns in advance and allow us to prepare necessary mitigation plans.

Ownership

MIAL is a Public Private Partnership operating under an agreement with AAI. A key challenge to us is managing the

PPP while harmonizing regulatory, social and business needs.

Geography

CSIA is situated at the heart of Mumbai city which is one of the densely inhabited cities in the world. Therefore,

expansion and redevelopment of the airport has always been a biggest challenge which impedes our ability to

address the growing traffic. The total area of CSIA is 812.44 Ha which involves 516.75 Ha of airside and 170.61 Ha of

landside. The remaining 125 Ha of land is under encroachment. Releasing airport land presently under non-aviation

use is one of our objectives towards capacity expansion.

Security

Airport safety and security is one of the key concerns identified in our materiality matrix. Mumbai city, being the

economic hub of the country, has at times become target to unlawful acts that intimidate safety and security of the

state. This being a significant issue, we have focused our efforts to put appropriate safety and security systems in

place to avoid and address potential security instance in collaboration with Central Industrial Security Force (CISF).

We operate under the monitoring of key regulatory bodies such as Directorate General of Civil Aviation (DGCA) and

Airports Economic Regulatory Authority of India (AERA) to ensure business continuity, compliance and uniformity of

conduct with other airports in the world.

15

As we expand, energy risk is another challenge that we face. Rising cost of power increases our cost of operation.

We have implemented various energy efficiency initiatives across all of our terminals to bring down the energy

cost. We have installed solar power plants of total capacity 1060 KWh and are planning to expand the solar project

by implementation of additional capacity which will further help us in reducing our carbon emissions.

In the recently held Paris Conference of the Parties (COP), India had committed to reduce its carbon emissions

intensity by 33-35 % by 2030, compared with 2005 levels. To achieve its green ambitions, the Government has to

step up the efforts through policy and regulatory changes. We are making conscious efforts to ensure future

regulatory changes due to climate change are appropriately addressed through our climate change strategy by

adopting the precautionary principles2

Climate Change

Climate change is a global concern. Mumbai experiences heavy rains during monsoon months and is prone to

flooding that disrupts the entire city. There is an added risk of unusual tidal behavior that could affect the city

because of its location. Our emergency preparedness plan allows us to mitigate these risks and minimize the

impacts.

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Management approach

Sustainability risk

2 The Precautionary Principle refers to the approach taken to address potential environmental impacts

MANAGEMENT

APPROACHTO ADDRESS RISK

16

Corporate Governance

Corporate governance is fundamental to our Company's culture. We endeavor to uphold the principles of corporate

governance for ensuring transparency, integrity and accountability in our functioning. Sound corporate governance

is essential for delivering long-term sustainable business growth and creating value for all our stakeholders. We

believe effective corporate governance as critical to achieving goals and increasing the Company's value.

ORGANIZATIONAL STRUCTURE

Environment Legal Commercial CFO HR & Admin Operations Cargo Operations

Security UrbanPlanning

Real Estate CorporateCommunication

CorporateRelation

CorporateAffairs

AirportServices

Board of Directors

Executive Chairman

Managing Director

Chief Executive Officer

Audit Committee

Nomination andRemuneration Committee

Corporate SocialResponsibility Committee

17

Management Board

In accordance with the `Memorandum of Association and Articles of Association', MIAL is managed and governed

under the overall superintendence and control of the Board of Directors. The Board of Directors comprises

Directors appointed by shareholders as per the Articles of Association of MIAL and independent Directors.

AAI and GVK Consortium are entitled to nominate the same or any other person as a Director to fill the vacancy

caused by such retirement/rotation as per the Nomination and Remuneration Policy. At MIAL, the independence of

the Board is maintained and the key functions of the Board are governance and management. The Board holds its

meeting once every quarter to review and approve Annual Business Plans presented by the management, budgets

and capital expenditures, and progress on implementation of the Master Plan. Resolutions of the Board are made

via a vote of simple majority of the Directors present at the meetings. For “Reserved Board Matters” and “Reserved

Shareholder Matters” (as provided in the Articles of Association), an affirmative vote of the Directors appointed by

AAI is taken.

Board of Directors

The Board of Directors at MIAL comprises twelve members which includes an Executive Chairman, Managing stDirector, two independent Directors and two women Directors as on 31 March 2016. The tenure of the highest

governance body is fixed as per the decisions taken during the Annual General Meeting (AGM).

Sl.No. Name of the Director Designation Director IdentificationNumber

Dr. GVK Reddy Executive Chairman 00005212

Mr. G.V. Sanjay Reddy Managing Director 00005282

Mrs. G. Indira Krishna Reddy Director 00005230

Mr. Krishna Ram Bhupal Director 00005442

Mr. Issac George Director 00005456

Mr. Pradip Roy Independent Director 00026457

Mr. Sudhir Raheja Director 02745768

Mr. Arun Kumar Director 03054493

Mr. S. Suresh Director 06386248

Dr. Anumolu Meher Prasad Independent Director 06888333

Mr. David Edward Cleasby Director 00266577

Mr. Terence Rory MackeyAlternate Director to Mr. David Edward Cleasby

01221762

Ms. Maureen Manyama Director 07165781

Mr. Haroon JeenaAlternate Director to Ms. Maureen Manyama

03223355

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2

3

4

5

6

7

8

9

10

12

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18

Governance Structure

We are structured in a way that administrative as well as the operational requirements of the airport are fulfilled. 3The CEO along with the MD reports to the Board of Directors who are assisted by the Board Committees, namely

the Audit Committee, the Nomination & Remuneration Committee and the Corporate Social Responsibility

Committee. The Airport Operations Group (AOG) is headed by the Head of Operations, who reports directly to the

CEO along with heads of other corporate functions.

Remuneration of the Board of Directors

The remuneration of Executive Directors shall take into account the Company's overall performance, director's

contribution for the same and trends in the industry, in a manner which will ensure and promote a high

performance culture. The remuneration of our Board members is decided as per the recommendations made by

the Nomination and Remuneration Committee.

Stakeholders’ views on remuneration

The stakeholders viz employees, their unions and the departmental heads provide general and specific

recommendations with respect to compensation revision, every year. All the views are collated and presented to

the Management by Human Resources Department. The Management takes these views into consideration based

on factors like business performance, compensation trend in same and similar industries, internal bench

marking and parity, role criticality etc.

The Board takes great precaution to ensure that all its dealings are in the best interest of the Company and at

arm's length. All Directors are required to disclose their interest annually and also on any matter placed before

the Board. The interested Director(s) do not participate in the discussion and voting on such matters. The

Directors are encouraged to refrain from activities that could be interpreted to adversely affect business

decisions and their ability to discharge their duties with integrity.

3Restatement - The information given in the 2014 sustainability report has been updated as it mentioned that CEO along with

MD and Executive Chairman reports to the Board of Directors. Executive Chairman himself represents Board of Directors.

Thus, this is a restatement.

The ratio of remuneration of the highest paid employee to the median remuneration for the FY 2015-16 was 73:1. The ratio of the annual increase (percentage) in total compensation of the highest paid employee to the median annual increase (percentage) in total compensation of all employees (excluding the highest paid employee) was 1:1 for the reporting period.

Conflict of Interest

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Board's Committees

Board’s Committees Members of the Committee Function of the Committee

Audit Committee 1. Mr. Issac George2. Dr. Anumolu Meher Prasad 3. Mr. Pradip Roy

¦ The Audit Committee assists the Board in its responsibility for overseeing the quality and integrity of the accounting, auditing and reporting practices of the company.

¦ The Committee's purpose is to review the accounting and financial reporting process of the Company, the audit of the Company's financial statements, the appointment of the auditors of the Company and adequacy of internal controls, review and monitor the auditor's independence and performance, and effectiveness of audit process.

¦ Review of related party transactions and recommending the same to Board for approval.

Nomination andRemuneration Committee

1. Dr. Anumolu Meher Prasad

2. Mr. Pradip Roy 3. Mr. Krishna Ram Bhupal

4. Mr. Terrence Rory Mackey

¦ The Nomination and Remuneration Committee formulates the criteria for determining qualifications, positive attributes and independence of a Director and recommends to the Board a policy, relating to the remuneration for the Directors, key managerial personnel and other employees.

¦ The Committee also assists to identify persons who are qualified to become Directors and carries out evaluation of every Director's performance. The committee also lays down the criteria to identify persons who may be appointed in Senior Management.

Corporate Social Responsibility Committee

1. Mr. G.V. Sanjay Reddy 2. Dr. Anumolu Meher Prasad 3. Mr. Issac George

4. Mr. Krishna Ram Bhupal

¦ The Corporate Social Responsibility Committee monitors the CSR policy from time to time and recommends to the Board, activities to be undertaken by the company and the expenditure to be incurred on CSR activities.

¦ The committee also directs and oversees sustainable development at MIAL that provides overall strategic guidance and supervision of developments to address sustainability requirements of the company.

20

Sustainability Structure

We embrace a holistic approach to ensure the effective functioning of our internal systems. We have formulated a

CSR Committee chaired by our Managing Director (MD) which follows a structured approach for the

implementation and monitoring of sustainability strategy and CSR policy. The committee also oversees the

initiatives to be undertaken by the company and the expenditure for CSR activities. It also provides a strategic

direction to the sustainability practices towards fulfilling its triple bottom line objectives.

Our approach towards a better future is based on our Sustainability Management Framework under the

supervision of the CSR Committee. This framework assists us in achieving our sustainability objectives and

initiatives which are cascaded to the respective departments for implementation. We conduct regular meets with

our stakeholders to understand their views on the economic, environmental and social aspects. There were no

critical concerns communicated to the highest governance body during these meetings.

Sustainability Management

Framework

Our Sustainability Management

Framework is an integral part of

our operations. The framework

guides us in decision making

through a formal set of

guidelines. This has helped us in

adhering to our organization's

sustainability objectives and has

laid foundation on which future

developments are built upon.

Through this framework, we have

been successful in integrating our

sustainability objectives with our

business requirements thereby

creating a holistic and balanced

organizational approach.

Code of Conduct

Based on our Company's values, we have adopted a Code of Conduct in order to establish and communicate appropriate and acceptable behavior by employees at all times. The Code covers following areas: General Standards of Conduct, Personal Obligations, Discrimination, Conflict of Interest, Insider Trading, Use and protection of business assets and information, Corporate Citizenship and Sexual Harassment.

General Standards of Conduct

¦ Personal Obligations: All employees are required to follow the law and adhere to high ethical standards in their personal and professional dealings.

¦ Discrimination: Every Employee is entitled to fair, courteous and respectful treatment by his or her supervisors, subordinates and peers.

¦ Conflict of Interest: Business transactions must be conducted with the best interest of MIAL in mind. ¦ Insider Trading: No employee will, by virtue of being in possession of information which is of importance in

deciding whether to buy or sell Company stock or securities shall indulge in trading of such stock or securities other than the prescribed procedure.

¦ Use and protection of business assets and information: Employees must refrain from disclosing inside information to anyone, including friends and family.

Identify areas of opportunity through analysis of the

performance against stakeholders / company expectations.

Set short term and long term goals based on opportunities identified. Create road maps for meeting sustainability goals.

Review performance against targets. Identify causes for good/ satisfactory performances.

Design improvement programs/ set new targets. Communicate performance to stakeholders.

21

We firmly believe that an enlightened Board consciously creates a culture of good governance and provides

leadership and long term vision to the Company. We thus strive to have optimum Board structure with appropriate

size, combination of Executive and Non-Executive Directors and diversified expertise in the economic, social and

environmental aspects of our business.

Our Chairman is conscious about the social aspects and a lot of emphasis is laid on social development and

sustainability. Through our GVK Foundation, we carry out various social activities and development programs on a

national level.

The criteria used for nominating and selecting the highest governance body members include: ¦Qualifications: A director shall possess appropriate skills, experience and knowledge in one or more field of

finance, law, technical/management expertise, sales, marketing, administration, research, corporate

governance, expertise in infrastructure domain or other disciplines related to the Company's business.

¦Positive Attributes: A director shall be a person of integrity, who possesses relevant expertise and experience

and who shall uphold ethical standards of integrity and probity; act objectively and constructively; exercise his

responsibilities in a bona-fide manner in the best interest of the Company; devote sufficient time and attention to

his professional obligations for informed and balanced decision making; and assist the Company in

implementing the best corporate governance practices.

¦Criteria of Independence: An Independent director should meet the independence criteria laid down under the

Companies Act, 2013 (the Act).

We believe in protecting the human rights of our people and recognize their need for respect and dignity. Our

policies, procedures and guidelines to clearly lay down norms on action and conduct of our employees.

These cover:

¦ Corporate IT Policies

¦ Security Manual and Protocols

¦ Grievance Handling Mechanism

¦ Anti-Sexual Harassment Policy

¦ Guidelines on Corporate Communications

Our continuous efforts have always been towards building a work culture that promotes dignity of all employees

and the protection of women at the workplace. We have implemented a policy on prevention, prohibition and

redressal of sexual harassment at workplace. This policy extends to all our permanent, temporary or contractual

employees including those of service providers. We aim resolve the complaints relating to sexual harassment and

have set up an Internal Complaints Committee comprising 7 members has been set up which includes 4 women.

Vigil Mechanism

We encourage and respect professionalism, integrity and ethical behavior. Our

Vigil Mechanism Policy allows our employees and Directors to communicate a

concern or complaint confidentially and anonymously, with the expectation of

a timely response and the assurance that there will be no retribution or

negative consequences. A protected disclosure and other communication

should be made in writing by email to the Chairperson of the Audit Committee

at the following email id: [email protected]

Summary of complaints filed during the reporting period

No. of complaints pending at the beginning of the year (FY 2015-16) 02

No. of complaints received during the year (FY 2015-16) 01

No. of complaints pending as on end of the year Nil

mailto:[email protected]

22

Risk Management

We, at MIAL have formulated a Risk Management Policy. The policy is intended to support and assist us in

achieving their business objectives by providing minimum standards for identifying, assessing and managing their

business risks in an efficient and cost effective manner; at the same time ensuring the effective monitoring and

accurate reporting of these risks to the key stakeholders.

Our Risk Management philosophy is based on the vision and values. Enterprise Risk Management (ERM) is a core

management competency which integrates the proper application of policies, procedures and checks to identify

potential risks and reduce their impact on MIAL. This is achieved by implementing a structured process for

identifying, assessing and mitigating risks in commensurate with our risk appetite.

Respective functional heads shall review key risks affecting their functions on a yearly basis. If any new risks have

been identified, such risks will get discussed with the ERM function periodically and once approved by the

Functional head, will be added to the Risk Registers. Key risks along with the mitigating controls will be presented

to the Audit Committee and Board of Directors on a yearly basis.

Medium risks and Low risks will be reviewed by the functional head and ERM function on a yearly basis to check for

the occurrence of any event which may affect the rating of these risks. Identified risks should be managed by

understanding the root causes, existing controls and action plans.

Risk Identification Risk Assessment Risk Monitoring and Review

We have identified and documented

all the risks in the form of a Risk

Register. The Risk Register

incorporates the root causes for the

risk, impact of risk and mitigation

strategies. The purpose of the Risk

Register is to identify and record

risks and related information in a

structured manner. Reports drawn

from the register are used to

communicate the current status of

all known risks and are vital for

assessing management control,

reporting and reviewing the risks

faced by MIAL.

Risk assessment involves

quantification of the impact of risks

to determine potential severity and

probability of occurrence. Each

identified risk is assessed on two

factors which determine the risk

exposure:

¦ Impact if the event occurs

¦ Likelihood of event occurrence

¦ It is necessary that risks are

assessed after taking into

account the existing controls, so

as to ascertain the current level

of risk. Based on the above

assessments, each of the risks

can be plotted on a Risk

Assessment table and can be

categorized as – Low, Medium

and High.

The intent of monitoring and

reviewing risks is to analyze and

track events, changes in the

business processes, operating and

regulatory environment and future

trends which affect identified risks.

As part of this, the impact of such

events on treatment plans is also

assessed, review risks which have

materialized, review new emerging

risks, detect changes and assess

the impact of changes to risk

appetite, risk portfolio and risk

treatment plans, ensure that risk

treatment mechanisms are effective

in design and operation, inter-

dependence and cumulative impact

of risks is discussed with all

concerned to decide what is

expected from whom, provide

protection against non-measurable

and unknown risks.

The policy aims to provide an avenue for employees and Directors to raise their concerns that could have impact on

the operations, performance, value and the reputation of the Company. The Audit Committee of the Board of

Directors is empowered by the Vigil Mechanism Policy to investigate the concerns.

23

Internal Control System

Our internal control systems are effective and adequate for identification, monitoring and reporting of risk in

business processes with regards to size of the operation, compliance requirements with the applicable laws and

regulations, financial reporting, etc. commensurate with the size and complexities of the operations. We have

developed a system for internal control corresponding with the size and nature of our business. Some of the key

features include:

1 Appropriate documentation of policies, guidelines, and approval procedures such as Standard Operating

Procedures (SOPs) are in place for controlling important functions of the Company.

2Monitoring of all laws regulations and statutory compliances are being conducted regularly. In case of any

deviations or observations, the suggested corrective actions are reviewed by the Management and Audit

Committee of the Board before implementation.

3

The Audit committee reviews the accounting and financial reporting process of the Company, the audit of

the Company's financial statements, the appointment of the auditors of the Company and adequacy of

internal controls, review and monitor the auditor's independence and performance and effectiveness of

audit process.

4The Audit Committee also overlooks the entire risk management process and risk profile of the

organization on a periodic basis and reviews the organization's risk appetite to provide its inputs to the

Management.

Regulatory Compliance

We have established systems and procedures to identify and comply with statutory and non-statutory regulations

and have established a web based compliance manager system to ensure robust framework for compliance

management. The database identifies and maps the legal, contractual and other requirements periodically. We

strictly adhere towards our organization's robust and stringent framework. Thus, there have been no incidents of

non-compliance during the reporting period.

Category Complied NotComplied

NotApplicable

1 days - 7days

8 days - 15 days

16 days - 30 days > 30 days Total

Delayed

DelayedNot Yet

Due Total

+

-

FILING / RETURN 1 1 1 2

PROCEDURALREQUIREMENT 9 8 17

1 2

9 211

REGISTER /RECORD 1

11 1TOTAL

Filter

Overall Compliance Status

43 %

52 %

5 %

Complied (11)Total Delayed (1)

Not Complied (0)Not Yet Due (9)

Not Applicable (0)Total (21)

+

+By Legislative Category

By Location

Compliance Dashboard

COMPLIANCE MANAGER

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Welcome Shailendra Joshi , Friday , August 12, 2016Role Business User

24

Public Policy Advocacy

As one of the leading airports in India, we are actively involved in advocating for a better policy framework for

integrating sustainability. We partner with the policy makers / industry associations and the regulators on these

issues through our representations in industry associations.

Memberships of Policy Makers / Industry Associations

We actively participate in the following industry forums and Government agencies which work on formulating

policies and regulations for improvement of environment throughout the country.

¦ Airports Council International (ACI)

¦ Directorate General of Central Aviation (DGCA)

¦ Airports Authority of India (AAI)

¦ Ministry of Environment, Forest and Climate Change (MoEFCC)

¦ Confederation of Indian Industries (CII)

¦ The Federation of Indian Chambers of Commerce and Industry (FICCI)

Following are the various subscriptions that MIAL is associated with:

¦ Association of Private Airport

¦ Airports Council International

¦ International Air Transport Association (IATA) – Airport IS

¦ Routes Online – UBM Group

¦ CAPA Centre for Aviation

¦ PDC Aviation: SCORE

¦ SITA – Airport Operational Database (AODB)

¦ Bombay Natural History Society (BNHS)

¦ British Safety Council

¦ National Safety Organization

¦ International Labor Organization

Air Traffic Control Tower

25

Our Stakeholders

Stakeholder EngagementWe nurture our relationships and partnerships with all the stakeholders as they play an important role in our

continued success. The different stakeholders are engaged formally and informally to discuss MIAL's sustainability

performance and to ensure business sustainability. Stakeholder's views, concerns and key expectations have been

elemental in calibrating our strategy going forward. We maintain an open and constructive dialogue with all our

stakeholders through timely communication with them. The continuous engagement with the stakeholders, has

enabled us in fostering strong relationships with them as well as understand their expectations. This exercise

forms an essential part in understanding the emerging issues important for our stakeholders and to our business,

provide us with the ideas for addressing these issues and strengthen mutual confidence.

As we believe, that 'engagement' is not an end in itself, but a means to help build better relationships with the

societies in which we operate. This will result in improved business planning & performance, leading to a healthy

business environment.

Prioritizing key stakeholders

¦ List down all the stakeholders¦ Identify the extent of impacts of stakeholders on MIAL¦ Identify the ability of the stakeholders to influence the decision of MIAL¦ Based on the impact and influence, prioritize the key stakeholders

The stakeholder engagement process focuses on:¦ Identification and prioritization of material issues ¦ Periodic review of actions taken for redressal of concerns

Issue Identification

The pool of issues examined for materiality in the current context was constructed from four sources:¦ Issues identified as material based on sectoral guidelines ¦ Issues flagged in peer review¦ Issues identified as per discussion with the management¦ Issues identified as material by key stakeholders during the workshop

Employees

Passengers

Cargo & Logistics

Vendors / Suppliers / Contractors

Ground handlers

Commercial concessionaires

Airlines

Fuel companies

AAI

Bidvest

ACSA

DGCA, MoCA

MMRDA, MPCB, MoEFCC

Forest Dept. MCGM

People residing in the vicinity of airport

Political parties

Community leaders

Security service providers

Maintenance service providers

Trade unions

Waste handling and disposal agency

AERATata Power

Taxi companiesFlight kitchen operatorsTransport and logistic service providersState/local transport service providersEducational institutesHotel and hospitality service providersCustoms and Immigration

Impact on top and bottom line

Imp

act

on

Bu

sin

es

s C

on

tin

uit

y

HighLow

Lo

wH

igh

26

Stakeholder GroupMode of

EngagementFrequency of Engagement

Key ConcernsFeedback

Assessment

Employees

Monthly review meetingsAppraisals Corporate board meetingsOutbound trainingCommunity functionsAwareness programs

MonthlyQuarterlyAnnually

Union issues, Obsolete technologies, Quality & safety, Welfare activities of employees, Attrition, Lack of amenities, No diversity of work. Stagnant careerEmployee satisfactionEmployee benefits

ReviewOnline surveys Suggestions ForumsCorporate CommunicationFeedback formsSuggestion box

Passengers

Information desksTeleconCustomer careThrough the appCultural events

WeeklyMonthlyQuarterlyAnnually

Passenger management Smooth check-in Safety & security Customer service qualityFood rates, Expansion of the airport, Capacity constraintsHygieneGuidance in the airport and staff behavior.

Website Feedback formsSurveys Drop BoxKiosk

Cargo & Logistics

Events, trade meetings, Internal communication Co-ordination meetings

WeeklyMonthly

Better technology for better handling of cargoSafetyOld infrastructure

Employee satisfaction survey,Committee meetings

Vendors / Suppliers / Contractors

EmailsMeetings WorkshopsEvents

WeeklyMonthlyQuarterly Need based

Security of vendorsQuick approval mechanism

Safety meetingSatisfaction surveys,Emails

Ground handlers

EmailsMeetingsAnnual evaluationsRamp safety meetings

WeeklyMonthlyQuarterly Annually

Hygiene at rampHealth & safetyCompliance

Feedback forms, emails, Drop boxes, Audits

Commercial concessionaires

MeetingsEvents

WeeklyMonthlyNeed based

Rent revisionsTransparency in sharing data

Floor visits, Customer satisfaction surveys

Airlines

Monthly meetingsAuditsEmailsSecurity training and awareness workshopsRamp safety meetings

MonthlyQuarterly

Safety at airsideEmissions

Ramp safety meetings

Fuel companies

Ramp safety meetings MonthlyNeed based

Parking of re-fuellers on few T2 bays

Regular meetings Emails

Airport Authority Of India

Security committee meetings

Need based Space constraints Emails Regulatory meetings

Stakeholder Engagement Framework

27

Materiality Assessment

We believe it is essential to conduct materiality assessment process regularly in order to identify and prioritize the

sustainability issues that are material to our business and our stakeholders. Determination of these issues is an

important part of sustainability reporting which conveys our vision, action plans and progress of the different

challenges faced by us across the various aspects of sustainability. We use the materiality assessment to refine

commitments and identify areas for improvement. Our material issues identification process is based on the

Reporting Principle and Guidance for Defining Content in the GRI G4 Sustainability Reporting Framework.

This year, we conducted materiality assessment based on a structured approach in order to identify material

issues relevant to MIAL. During the process, an exhaustive list of material issues was identified through various

channels such as global peers, GRI sectoral guidelines and issues by reviewing our earlier year's sustainability

report. The assessment process involved collecting the inputs from all our stakeholders through capacity building

workshops, focused discussion and questionnaires. It also sought inputs from our senior management to rate the

relevant sustainability topics based on its significance to business as 'not applicable' to 'very high'. These issues

were then rated from our stakeholders' perspectives and the potential impact on our business. The assessment of

the inputs for a particular material issue from the various stakeholders and senior management was carried out,

these criteria were then measured on a criticality scale (as shown in the materiality matrix below) which helped us

to isolate and prioritize the key material issues. The issues were then reviewed by the sustainability core team and

reassessed throughout the preparation of this report. The issues which are critical to our key stakeholders have been mapped against our business perception of

material issues to arrive at a materiality matrix as depicted below.

Importance to Business

Imp

ort

an

ce t

o S

tak

eh

old

ers

GHG Emissions

Solid Waste Management

Local Employment

Resource Optimisation

Sustainable Supply Chain and Materials Management

Water and WastewaterManagement

Human Rights

Occupational Health and Safety

Employee Engagement and Wellbeing

Regulatory Compliance

Air Quality and Noise Management

Sustained Growth

Airport Safety & Security

Customer Delight

Capacity Constraints

Engaging with Stakeholders

Energy

Materiality Matrix

Low Medium High

Lo

wM

ed

ium

Hig

h

Corporate Governance

28

Material Issues Material Aspects Sections in the report Stakeholders Impacted

Sr. No

Capacity constraints

Customer delight

Airport safety and security

¦ Product and Service labeling

Customer delight ¦ External

¦ Economic performance

¦ Indirect economic impacts

¦ Service quality

Economic performance ¦ External¦ Internal

¦ Customer health & safety

¦ Occupational health & safety

¦ Security practices

Occupational health and safety

¦ Internal¦ External

Engaging with the stakeholders

¦ Stakeholder engagement

Stakeholder engagement ¦ Internal¦ External

Energy Environmental performance

¦ Internal¦ Energy

Sustained growth ¦ Economic performance

Economic performance ¦ Internal¦ External

1

2

3

4

5

6

High Material Issues - Aspect Mapping

29

Disclosures on Management Approach

Economic

There are multitude of risks that can disrupt the financial order posing serious threat to long time sustainability of

businesses. We judiciously manage our risks and costs concerning the volatile nature of economic environment.

Our financial strategy and performance as well as views on economic environment is communicated to our

stakeholders and the feedback is sought for the same.

Environmental

We have formulated comprehensive policies on environment, health and safety, quality. The various green

initiatives implemented in our premises were considered at the project conception stage. Regular awareness

sessions are conducted for our employees to ensure optimal utilization of resources. We encourage and assist our

external stakeholders like passengers, airlines, suppliers, commercial concessionaires in improving their

environmental performance.

Social

¦ Labor Practices and Human Rights

Our dedicated and diligent workforce is our key strength. Every employee plays an important role in the efficiency

of MIAL and their feedback is important to us. We have an employee suggestion scheme in place which provides an

opportunity to the employees to communicate their ideas and imbibe a spirit of co-operation and team work

amongst all employees.

We have been following the principles of good corporate governance practices over the years and have laid a great

emphasis on transparency in business conduct, equal opportunity, non-discrimination and respecting human

rights. We strive to adopt good industry practices for employee wellness and safety at work.

¦ Societal Commitment

We firmly believe that it is our responsibility to work towards the betterment of society and be committed to

operate in a socially responsible manner. We believe it is our moral responsibility to make a positive contribution to

the development of communities in our areas of operation Our CSR activities are aligned with the provisions made

under the Companies Act 2013. Our CSR programmes are focused on promoting education, enhancing vocational

skills, helping differently abled, ensuring environmental sustainability and improving health & sanitation. We

collaborate with our communities in identifying their needs along with implementing the programs and tracking

their outcome. Our success has encouraged us to expand our development activities every year.

¦ Product Service

We constantly strive to understand our customers' expectations and ensure that all the services offered to the

customers meet their expectations. We adhere to all the Indian regulations and guidelines related to customer

safety.

Relevant DMA's are explained in subsequent chapters of the report.

30

CREATINGVALUE

31

We conducted a survey at CSIA of domestic and international passengers, the profile of passengers is as

reported below:

The purpose of visit indicates that the highest percentage (41%) of passengers came to Maharashtra for business

followed by 20% for a vacation and 16% to meet friends and relatives. While 8% of passengers came for a job, there 4were only 5% and 2% of passengers who came to attend conferences and for educational purposes, respectively .

4 Economic Impact Study of Chhatrapati Shivaji International Airport, Mumbai - 2014

T2 Security Hold Area

32

New YorkNew YorkNew York

NairobiNairobiNairobi

Abu DhabiAbu DhabiAbu Dhabi

RiyadhRiyadhRiyadh

BahrainBahrainBahrainCairoCairoCairo

Tel AvivTel AvivTel Aviv

LondonLondonLondon

ParisParisParisZurichZurichZurich

MunichMunichMunich

IstanbulIstanbulIstanbul

FrankfurtFrankfurtFrankfurt

NewarkNewarkNewark

BrusselsBrusselsBrussels

SharjahSharjahSharjah

CSIA By Numbers

BaghdadBaghdadBaghdad

JeddahJeddahJeddah

FY 2013- 14 FY 2014-15 FY 2015-16

Domestic International Domestic International Domestic International

Arriving 1,09,18,952 49,22,430 1,25,79,231 54,25,166 1,49,45,415 54,80,471

Departing 1,09,61,734 51,70,065 1,26,26,044 57,77,725 1,51,00,518 59,11,806

Transit 2,48,214 2,26,667 2,32,141

Total 2,18,80,686 1,03,40,709 2,52,05,275 1,14,29,558 3,00,45,933 1,16,24,418

Number of Passengers

MUMBAIMUMBAIMUMBAIMUMBAIMUMBAIMUMBAI

JamnagarJamnagarJamnagarRajkotRajkotRajkot

BhubaneswarBhubaneswarBhubaneswar

KolkataKolkataKolkata

CalicutCalicutCalicut

CoimbatoreCoimbatoreCoimbatore

DelhiDelhiDelhi

GuwahatiGuwahatiGuwahati

BagdograBagdograBagdogra

BengaluruBengaluruBengaluru

GoaGoaGoa

GwaliorGwaliorGwalior

HyderabadHyderabadHyderabad

MangaloreMangaloreMangalore

LehLehLeh

JodhpurJodhpurJodhpur

LucknowLucknowLucknow

ChennaiChennaiChennai

SrinagarSrinagarSrinagar

VisakhapatnamVisakhapatnamVisakhapatnam

BelgaumBelgaumBelgaum

BhujBhujBhuj

DiuDiuDiu

AhmedabadAhmedabadAhmedabad

RaipurRaipurRaipur

AurangabadAurangabadAurangabad

PunePunePune

BhavnagarBhavnagarBhavnagar

PatnaPatnaPatna

RanchiRanchiRanchi

NagpurNagpurNagpurSuratSuratSurat

JabalpurJabalpurJabalpur

VaranasiVaranasiVaranasiBhopalBhopalBhopal

AllahabadAllahabadAllahabad

DehradunDehradunDehradun

IndoreIndoreIndore

VadodaraVadodaraVadodara

UdaipurUdaipurUdaipur

JammuJammuJammu

KochiKochiKochi

TrivandrumTrivandrumTrivandrum

AmritsarAmritsarAmritsar

ChandigarhChandigarhChandigarh

JaipurJaipurJaipur

PorbandarPorbandarPorbandar

Addis AbabaAddis AbabaAddis Ababa

Direct Destinations

Indirect Destinations

33

MauritiusMauritiusMauritius

Abu DhabiAbu DhabiAbu DhabiMuscatMuscatMuscat

DohaDohaDoha

TehranTehranTehran

ParoParoParoKathmanduKathmanduKathmandu

ColomboColomboColombo

SingaporeSingaporeSingapore

Kuala Lumpur Kuala Lumpur Kuala Lumpur

BangkokBangkokBangkok

Hong KongHong KongHong Kong

NaritaNaritaNarita

ShanghaiShanghaiShanghai

IncheonIncheonIncheon

SeychellesSeychellesSeychelles

OsakaOsakaOsaka

DubaiDubaiDubaiSharjahSharjahSharjah

DammamDammamDammam

NajafNajafNajaf

JeddahJeddahJeddah

MUMBAIMUMBAIMUMBAIMUMBAIMUMBAIMUMBAI

KarachiKarachiKarachi

DhakaDhakaDhaka

BeijingBeijingBeijing

KuwaitKuwaitKuwait

Aircraft Movements

FY 2013-14 FY 2014-15 FY 2015-16

Passenger 2,53,256 2,62,614 2,88,818

Cargo 7,410 6,842 7,816

General Aviation 11,278 11,566 11,132

Defence 798 834 862

FY 2013- 14 FY 2014-15 FY 2015-16

Arriving Departing Arriving Departing Arriving Departing

Passenger Flights (Belly Cargo)

1,99,262 2,86,501 2,23,353 3,01,201 2,08,211 2,87,856

Cargo Flights 78,665 84,316 84,586 85,121 1,02,485 1,06,700

Cargo Tonnage

6 Domestic Airlines

1 Domestic Freighter Airline

45 Domestic Destinations

Domestic Connectivity

42 International Airlines

17 International Freighters

40 International Destinations

International Connectivity

Primary

Runway 09 3188 metres


Secondary



Runway Length

30 mins Domestic to Domestic

150 mins Domestic to International

180 mins International to Domestic

60 mins International to International

Connecting Time

5

Restatement - 11,278 - This value has been restated for General Aviation for FY 2013-145

34

Supply Chain Management

Our supply chain forms a network of multiple organizations and their partnership with us. Our suppliers form an

important part of our business and execute a wide range of duties at the airport including maintenance, airport

expansion and day to day operations. As we continue to grow our operations, it has become crucial to ensure that

our supply chain is prepared to handle any challenges without disrupting operations and thereby add value to the

airport.

In line with our sustainability efforts, in February 2014, we conducted an assessment of our suppliers to gauge their

performance as per triple bottom line approach. All the suppliers are required to follow specific rules and

regulations as laid down in the contracts. These rules provide specific requirements related to environmental

conservation and compliances. We encourage our suppliers to adhere with responsible business conduct by

respecting human rights and follow human rights clauses pertaining to payment of wages, child labor, forced and

compulsory labor, corruption, anti-sexual harassment. All the suppliers are screened to avoid the practices of

child labor, forced labor at their locations. Suppliers are required to adhere to all government laws and norms and

are monitored on a regular basis to ensure compliance at all times. In the reporting year, we signed a total of 292

new contracts representing INR. 1,426 million value. In FY 2014- 15 and FY 2015-16, all the suppliers were screened

on labor practices and human rights aspects.

ñ

Economic PerformanceAirports and air transport are becoming the lifeline of the new globalized economy. India's civil aviation industry is

not only the key catalyst of economic growth, social development and tourism but also facilitates connectivity and

access to international markets. Though the recession had hit the momentum of global air transport growth, now it

is picking up slowly. Compared to other regions, Asia-Pacific is leading the revival. However, passenger traffic in

India has grown substantially over the past decade. India continues to remain a bright spot in the otherwise bleak

global economic scenario. Despite this, our revenue has increased by 28% over FY 2013-14.

The Indian economy has been fuelled by air transport in much bigger dimensions than ever. The tourism sector,

which has 6.8 % share in GDP, is heavily dependent on air transport and more than 90% foreign tourists visiting

India use air transport. With healthy growth of air passenger traffic, substantial investments are required for the

airport infrastructure. The airport infrastructure is undergoing modernization with the induction of most advanced

facilities. To encourage investment in airport sector a stable and predictable regulatory regime is a must.

Economic performance FY 2013-14 FY 2014-15 FY 2015-16

Economic Value Generated

Revenues 21,691.4 24,063.2 27,725.4

Economic Value Distributed

Operating costs 4,592.9 9,740.8 6,385.7

Employee wages and benefits 1,459.2 1,337.4 1,450.4

Payments to providers of capital 1,914.7 5,816.3 6,766.4

Payments to Government 11,604 10,360 13,974.5

Community investments 0.26 0.38 3.7

Economic Value Retained 2,120.6 (3,192.1) (851.6)

Values in INR million

35

Risks and Opportunities Due to Climate ChangeClimate change poses market, physical, regulatory risks significant to the long term sustainability of our business. We consider the effects of climate change as an opportunity to implement various initiatives which gives us edge over competitors. We have identified the below climate risks and following impacts the risks are going to have on the airport.

Climate Risk Impact Action Plan

Precipitation change ¦ Disruption to operations e.g. airfield flooding, ground subsidence

¦ Reduction in airport throughput¦ Inadequate drainage system capacity ¦ Inundation of underground

infrastructure (e.g. electrical)¦ Inundation of ground transport access

(passengers and staff)¦ Loss of local utilities provision (e.g.

power).

¦ Regular desilting of the channels, Mithi river in the airport premises.

¦ Proper storm water collection & disposal system at airside & landside

¦ Alternate arrangement of power source in terms of DG set

¦ Emergency preparedness plan implementation

Temperature change ¦ Damage to airport surface (runway, taxiway)

¦ Increased heating and cooling requirements

¦ Regular inspection & descaling of the runways & taxiways

Sea-level rise ¦ Loss of airport capacity¦ Loss of airport infrastructure

¦ Emergency preparedness plan implementation

Wind changes ¦ Convective weather: disruption to operations

¦ Local wind patterns: potential disruption to operations and changes to distribution of noise impact

¦ Flexibility in operation of both runways.

¦ Both the runways to be maintained for emergency operations.

Extreme events (storm surges, lightening)

¦ Disruption to operations, route extensions

¦ Disruption to ground transport access¦ Disruption to supply of utilities

¦ Operations can be diverted to nearest airports

Direct and Indirect Economic Impacts We view our stakeholders as our partners in inclusive business growth. While we generate direct economic value

through our services, we also contribute significantly to create indirect economic impacts which result in better

economic activity. Our efforts have always been on creating livelihoods by increasing the proportion of goods and 6services we procure locally i.e. from within the state. We emphasize on procuring our materials locally and this

has helped us improve logistics through better response time, faster turnaround, efficient and cost-effective

transportation as well as being beneficial to developing the local economy. More than 70% of our requirements in

the reporting period were met by local suppliers.

With a view to promote local industrial growth and employment, we have placed an emphasis on hiring people 7from local communities. We hired 55% and 42% of the senior management from the local community in FY 2014-15

and FY 2015-16 respectively.

6 Local – We have considered 'local' as within the state of our operations - Maharashtra7 Senior Management – General Manager, Assistant Vice President, Senior Vice President, Executive Vice President, Director, Chief Executive Officer

36

CUSTOMERDELIGHT

37

In our drive for continuous improvement in the service quality, we have always placed great emphasis on the

opinion of our customers. The recent award from Airport Council International (ACI) on Airport Service Quality

(ASQ) for world's best airport bear testimony to our continuous efforts to provide our customers with best

services.

We make every effort to provide world class facilities to our passengers and make their journey memorable. In an

endeavor to meet the passengers' needs and to enhance their experience, our efforts have always been to improve

our customer service and facilities.

The customer service & quality department addresses the customers' needs thereby making their every travel

hassle free. There are three departments which ensure quality service to the passengers as shown below:

Customer Service and Quality

Customer Service Operations and Training

It provides training to passengers service

executives to ensure that the customers receive

best service quality and great experience.

It analyses feedbacks received through various

surveys taken and ensures that complaints

are resolved.

Airport Contact Center

It helps passengers to resolve their queries and

provide required information via telephonic

helpline. It provides airport staff to report any

faults in facilities and services.

Feedback

Management and ASQ

38

At MIAL, we strive to provide the best quality service to our passengers. Our internal Objective Quality Survey

(OSQ), helps us to gauge the perception of our customers regarding the services and facilities at the airport. This

survey has not only provided us with an impetus to improve continually but has also facilitated in understanding the

expectations of the customers.

We always strive that our customers meet the desired levels of service quality to ensure a pleasant experience at

the airport.

¦ A multi-level car parking which accommodates around 5000 cars at a time.

¦ Silent terminal by using Flight Information Display System (FIDS) instead of vocal announcement.

¦ A dedicated team of Passenger Service Executives (PSE's) for assisting passengers at the airport. These PSEs

are provided training customer services, soft skills, body language, security & emergency services, Automatic

External Defibrillators (AED) and Cardiopulmonary Resuscitation (CPR), terminal familiarization, complete

information of all retail and Food and Beverage (F&B) outlets, services and facilities at CSIA.

Departure Hall at T1B

39

In 2015, we became the first airport in Asia to launch a

unique dog therapy program called “Comforting

Angels”, an initiative undertaken to de-stress the

passengers. Under this initiative, the dogs are trained

to interact with humans having different needs. They

are accompanied by professional handlers who are

trained counselors and animal therapists. This

program received an overwhelming response from the

passengers of different age groups.

Comforting Angels

Mobile App “Titu”

A new benchmark has been set in passenger service

quality with the launch of an official app ''Titu''. This

has been designed to help the passengers to receive

timely updates on the flight status, search for any

facility, shop or restaurant at the airport and get

directions to reach the gate on time.

Common User SelfService for baggage tag (CUSS)

Common-use self-service or CUSS is a shared kiosk

offering airport check-in to passengers without the

need for ground staff. The CUSS can be used by several

participating airlines in a single terminal. Passengers

can enjoy easier and faster passage through the

airport, due to less queues. Economically, CUSS

reduces the labour cost of ground staff required for

manual check-in.

At CSIA CUSS with baggage tag printer facility went live

for Air India passengers travelling to Delhi &

Bangalore with a dedicated baggage drop counter from

31st March'16.

Pranaam Guest Services

We have launched a special and unique initiative

“Pranaam Guest Services” and have redefined the

airport hospitality to ensure our passengers have a

stress free journey. It mirrors GVK vision to provide

highest standard of services and to ensure a unique

and memorable experience to passengers at CSIA.

40

Customer Health and SafetyWe regard health and safety of our customers to be a topmost priority and ensure good practices are followed

throughout MIAL. With a view to assess health and safety hazards with respect to all our operations and the

services we provide to our customers, we regularly conduct Hazard Identification and Risk Assessment (HIRA). In

FY 2014-15 and FY 2015-16, we assessed a total 1,054 operations for their health and safety impacts.

No incident of non-compliance was reported with respect to applicable regulations concerning the health and

safety aspects related to our services in the reporting period. There have been no fines and nonmonetary sanctions

levied against MIAL for noncompliance.

Airport service quality survey is an important mechanism in benchmarking the airport with our global peers on

various parameters like overall satisfaction of the facilities at the airport, accessibility, check-in, passport/personal

ID control, security.

ASQ Survey is an initiative of Airport Council International to benchmark the service requirements of passengers at

various airports globally. This survey provides reliable and unbiased information on actual levels of service quality

and ground performance. This is the world's leading airport customer satisfaction benchmark programme with

over 262 airports in the world surveying their passengers every month of the year.

Airport Service Quality (ASQ)

41

rdSince 2007, every year we celebrate passengers day on 3 May to demonstrate our commitment towards the

passengers. This day is celebrated with great enthusiasm and fervor by involving passengers in various activities

and events for their enjoyment. The celebration began with a professional live dance performance and then a

series of events are taken up throughout the day for the passengers such as caricature, tattoo, street magician,

ventriloquist, karaoke, spin art. We strongly believe that such events further help in enhancing the overall

passenger experience and delight.

Passengers Day

Customer Sensitization Training

With a view to enhance our ability for managing customer's expectations, a sensitization training for our employees

and the other stakeholders is regularly conducted. We have been conferred with the “Best HR Strategy in line with ndBusiness” Award at the 22 prestigious World Human Resource Development (HRD) Congress for our approach in

enhancing customer sensitization amongst our employees and stakeholders. We have already trained 1,073

employees on how to better manage customer expectations and ensure a streamline travel experience for all our

passengers.

4.964.80

4.664.644.61

4.39

20152014

201320122011

2010

ASQ Score

42

Facilities at CSIA

Provision of

services /

facilities to

persons with

special

needs.

Signage in Braille¦ We have help phone with Braille

button where in passengers can call for assistance.

¦ Illuminated signage clearly visible placed across terminal.

¦ PSE available 24*7 to assist pax with directions.

¦ Our lifts and elevators have auditory signals.

Easy Movement¦ Ramps available across the

terminal for the easy movement of wheelchairs for the passengers with special needs.

¦ Elevators available for vertical movement.

¦ Buggies available for internal movement.

Trained Assistance

¦ PSEs are available at help desk for 24*7 assistance.

Easy Forms¦ Feedback forms are easy to

read and understand.¦ Feedback system available on

touch screen.

Toilets¦ Family toilets are available where

in person can accompany pax with disability if assistance required.

¦ Every pax toilet has 1 cubicle dedicated to accommodate 1 pax with disability.

43

T1 and T2 Terminal

Parking The parking area has designated parking slot which is third lane at the western end curb. No dedicated lane for pax with special needs however T2 MLCP has dedicated lane for such pax.

Ramps Available for the movement of wheelchairs and also clams are available for the passengers with special needs.

Assistance Available trained manpower at help desk available wheelchair assistance.

Seating Specially marked chairs for the disabled have been placed.

Help phone Special help phones for any assistance have button on the phones with brail indicating “Information”.

Flight information system

Available display boards to display details and status for the flights.

Ambulance facility Fully equipped ambulance with trained doctors is available.

Battery Operated Vehicles at T2

44

India's civil aviation industry is on a high growth trajectory and has ushered in a new era of expansion. The

incremental growth in Indian domestic airport passengers in the last decade is striking. The growth in airline

passengers is robust and it is expected to grow three times in the next ten years. However, the airport

infrastructure has already begun creaking under the strain and will be unable to cope with the increasing pressure

of passenger volume growth. Foreseeing this scenario, we have taken immediate efforts to expand the airport

infrastructure before it can restrain passenger growth.

With the expansion, we will be able to cater the needs of the passengers with increase in connectivity and thus

providing an impetus to the economic growth and employment. However, due our expansion no persons have been

displaced, either voluntarily or involuntarily by us or by a government or other entity on our behalf.

Capacity Enhancement

Some of the initiatives taken to handle capacity constraints are:

Construction of Rapid Exit

Taxiways (RET)

Construction of new taxiways

Expansion of taxiways and apron areas

New passenger concourse

Expanded T2 – South East pier

Baggage handling system

New road network and

transportation facilities

Concourse CGate 1-31

Future Expansion Plans

Indian aviation is set for transformational growth. Foreseeing this scenario, we have taken sustained efforts to

expand and modernize the airport infrastructure to match with the growing stakeholder expectations and

increased passenger comfort.

We started modernization and redevelopment of the airport since 2007 to cater to the growing needs of domestic

and international air travelers and other airport stakeholders including airlines, ground handlers etc. as per

guidelines of regulatory agencies, namely DGCA and AAI.

Some of the major modernization projects undertaken include the following:

¦ Refurbishment of domestic passenger terminal, T1A & T1B

¦ 2 new passenger terminals, new common user integrated T2 at Sahar and T1C with Hotel at Santa Cruz

¦ Terminal - 2 forecourt improvements, construction of multi-level car park for 5500 cars

¦ Elevated 6 lane approach road-Sahar elevated road to New T2

¦ Construction of Air Traffic Control tower (at Santacruz)

¦ Up gradation of runways and allied airside infrastructure

¦ Expansion of additional apron areas and parking bays on the airside

¦ Construction of new airline support facilities such as aircraft run up bays, maintenance hangars, and ground

support equipment storage

¦ Expansion, up gradation and construction of new taxiways and rapid exit taxi ways

¦ Expansion of new utilities including multiple Constant Current Regulator building (CCR's) and Distribution Sub

Stations (DSS)

¦ Upgradation of airside storm water drainage system

¦ Construction of new Sewage Treatment Plants (STP) for CSIA

45

The above listed modernization and expansion activities have transformed CSIA into a major international aviation

hub and have enhanced passenger amenities.

As Mumbai continues to experience rapid growth in passenger volumes and shall realize significant growth in the

coming years, it is essential that further up gradation of the airport is planned and implemented to augment its

current capacity to serve the air passenger demand of the city of Mumbai, which is expected to be 50MPPA by 2020.

In view of this, we have made comprehensive plans to take up critical airport infrastructure up gradation works

that would enhance capacity and operational efficiency. Major facilities include construction of vehicle underpass

underneath Runway 14/32, connecting existing aircraft parking area/aprons at T2 and T1 along with extension of

taxiways for unhindered airside connectivity and efficacy.

On completion of these projects, we will be able to effectively accommodate and handle passenger load of well

above 50-52 MPPA. These projects with an estimated investment of INR. 35,000 million are under design stage and

are currently being assessed from environmental and social angles. With this up gradation, we will not only provide

high quality air traveler facilities but will also act as further impetus to the economic growth and employment in

Mumbai region.

The airport is at present well connected with roadways, railways and metro. T1 is very well connected to the

Western Express Highway and the nearest railway station for the Western line is Vile Parle station which is about

1.5 kms away from the airport. T2 is very close to the Ghatkopar – Versova metro line. Also, both the terminals are

well connected with the city buses, taxis, rickshaws and private cab operators.

Inter-modality

GVK Sky City

GVK Sky City, a master-planned, mixed use development with state-of-the-art planning and architecture, urban

design and landscape will be a landmark development and a new global destination for hospitality and convention

with associated business and leisure. This will be equipped with world class infrastructure and facilities at the

airport site. GVK Sky City has a development potential of two million square meters and is contemplated to include

development of wide spread assets that will be accessible to both the local population as well as travelers.

GVK Sky City, once completed, will have excellent road connectivity via the western express highway, Andheri-

Ghatkopar-Kurla Link Road and Sahar Road along with key areas around the airport which include, Andheri,

Bandra, Kurla, Powai, SEEPZ and Santacruz. It will also enjoy metro connectivity that will have close proximity to

the airport. It will give the GVK Sky City access to a huge audience i.e. passengers, visitors as well as the local

population.

Artistic Impression of GVK Sky City

46

ENVIRONMENTALPERFORMANCE

47

As a responsible organization, we are aware of the environmental impacts of our operations and we strive to

conduct our business in a way that minimizes any negative impact on the natural environment.

We are committed to identifying and mitigating environmental impacts, with environmental responsibility

integrated in our business planning, management systems and our daily operations.

Our approach towards reducing the environmental impact focusses on improving the energy efficiency in our

operations. There have not been any grievances about the environmental impacts filed during the reporting

period. No incident of non-compliance was reported with respect to applicable regulations concerning the health

and safety aspects related to our services in the reporting period. There have been no fines and nonmonetary

sanctions levied against MIAL for noncompliance.

We believe that efficient management of energy significantly contributes towards sustainability and growth in the

present depleted global environmental scenario. Improving energy efficiency in our operations has not only helped

us in reducing the operating costs along with reducing environmental impact of our operations.

Image Caption here

Multi-Level Car Park at T2

48

Our total energy requirements are met through a mix of Diesel, Gasoline/Petrol, Liquefied Petroleum Gas (LPG), and

Compressed Natural Gas (CNG). During FY 2014-15 and FY 2015-16, we consumed total direct energy of 23,608 GJ and

total indirect energy of 967,067 GJ respectively to meet our operational needs. The energy consumed outside the

organization for staff daily travel in FY 2014-15 and FY 2015-16 is 12,882 GJ and 15,738 GJ.

We continuously strive to identify opportunities for improving energy efficiency and utilization of clean energy.

Energy conservation through process and equipment optimisation and use of renewable energy sources are the

main focus areas for us. We motivate our employees and empower them to continuously identify opportunities for

energy conservation across our operations. This has resulted in the installation of cleaner and efficient

technologies, redesign of processes for optimal energy use and changes in employee behavior.

Energy Management

Direct Energy Consumption (GJ)

10,744

FY 2015-16FY 2014-15

12,86412,734

FY 2013-14

Indirect Energy Consumption (GJ)

FY 2014-15

500,966

241,200

FY 2013-14

466,101

FY 2015-16

8Some of the energy savings and recovery initiatives undertaken during the reporting period are as follows:

¦ Replacement of 70 watts fitting and 150 watts HPSV with 45 watts LEDs¦ Replacement of conventional lights with LED lights¦ Apron A,C,D,G high mast light up-gradation completed for improved and uniform illumination¦ Replaced cooling tower fan blades with FRP blades¦ De-scaling of chillers completed to improve equipment efficiency¦ Implementation of other energy saving best practices like optimized schedule of operation for BHS,

vertical horizontal transport and pumping system¦ Replacement of old 70 watt metal halide fixtures with 60 and 100 watts LED fittings¦ Installation of sunbeam pipe¦ Rationalization of flood lights ON/OFF schedule

Direct Energy Consumption (GJ) per million Pax

+

- -

+

-

+

FY 2014-15 FY 2015-16FY 2013-14 FY 2013-14 FY 2014-15 FY 2015-16

Indirect Energy Consumption (GJ) per million Pax

+

- -

+ +

-

8 Base year for energy conservation initiatives is FY 2013-14

408

351258 7,486

13,67511,185

49

FEGP and PCA Facility at Airside

50

We have installed a 1,060 KWp solar power plant at T1 A

and are planning to expand the project by implementation

of additional capacity. The 1,060 KWp solar power plant is

generating about 4,400 units per day which is being

consumed at the airport. The next phase of the solar

project will include plant installations of 1,700 KWp and

the capacity is anticipated to further enhance to 6,400

KWp by 2017. This will help in reducing about 1,330 tonnes

of carbon emissions annually.

Rooftop Solar Power Plant

EmissionsTo combat the challenge of climate change, we have taken a goal to reduce 25% of carbon emissions from the

direct fuel consumption and indirect energy purchase for operations by the year 2020. This goal is further

segregated into smaller objectives that complement daily operation without compromising on the basic objective of

customer satisfaction. In addition, through various campaigns and communication channels we encourage all our

stakeholders to use the energy efficient electricity thereby bringing down the other indirect emissions.

51

9The major source of greenhouse gas emissions in

our operations arise out of use of grid power, fuel

consumption and refrigerants.

10Our total GHG emissions (Scope 1 and Scope 2 )

during FY 2014-15 and FY 2015-16 were 109,516 tCO e 2

and 109,006 tCO e respectively. 2

Our Scope 3 emissions (from passenger travel,

employee business travel, stakeholder electricity,

employee daily travel, stakeholders' fuel and LTO

cycle) during FY 2014-15 and FY 2015-16 were 479,151

tCO e and 439,073 tCO e respectively. 2 2

The above values are verified by Bureau Veritas

Certification. The GHG reporting covers the Scope I

and Scope 2 emission sources and has been carried 11out using the GHG Protocol developed by World

Resources Institute (WRI) and World Business

Council on Sustainable Development (WBCSD) and

reference values from the Intergovernmental Panel

on Climate Change (IPCC) 2006 guidelines and ACA

Guidelines 2015.

FY 2013-14 FY 2014-15 FY 2015-16

2,541

2,903

2,148

Indirect emissions per million pax

FY 2015-16 FY 2014-15 FY 2013-14

124

87

75

Direct emissions per million pax

3,136

FY 2013-14 FY 2014-15 FY 2015-16

Direct emissions in tCO e2

3,980

3,172

9 Base year for emissions – FY 2014-1510 Grid emission factor = 0.8177 and Source = Central Electricity Authority, Ver. 1011 GHG Protocol developed by WRI and IPCC 2006 guidelines

69,204

106,345105,870

Indirect emissions in tCO e2

53%

30%

9%

5%3%

LTO Arrival

LTO Departure

Passenger Travel

Staff Daily Travel

Staff Business Travel

Stakeholder Electricity

Stakeholder Fuel

Stakeholder ATF

Scope 3 Emission Sources contribution FY 2015-16

Stakeholder Electricity

46%

25%16%

7%

2%4%

LTO Arrival

LTO Departure

Passenger Travel

Staff Daily Travel

Staff Business Travel

Stakeholder Fuel

Stakeholdert ATF

Scope 3 Emission Sources contribution FY 2014-15

FY 2013-14 FY 2014-15 FY 2015-16

52

A-CDM is a common information sharing platform

introduced to process timely and accurate information for

quick and precise decision making. A-CDM takes into

consideration the Expected Time of Arrival (ETA) of

arriving aircraft, Target off Block Times (TOBT) of

departures, runway in use and the handling capacity of the

runway to determine the arrival and departure sequence.

Based on the sequence and the parking position, it

calculates the Target Take Off times (TTOT) and Target

Start up Approval Times (TSAT) of departures and Target

in Block Times for arrivals. This results in considerable

reduction in aviation fuel burnt on taxiways and

consequently, reduction of carbon emission and

environmental pollution.

A-CDM application has been developed in collaboration

with AAI which aims at improving operational efficiency,

reducing delays, improving the predictability of events

effectively utilize available slots and reduce the current

buffer capacity.

Airport Collaborative Decision Making (A-CDM)

CSIA has been awarded the globally recognized Airport Carbon Accreditation in level 1 (mapping) for 2012-13 by ACI

for its carbon footprint management system and the corresponding processes implemented. Our initiatives to

reduce the carbon emissions have gone a step ahead and upgraded the accreditation from level 1 to level 2

(reduction) in 2013 & further upgraded successfully to level 3 (optimisation) in 2015. With this, CSIA, Mumbai is one

of the very few airports in Asia Pacific to receive this certification.

Airport Carbon Accreditation

54

We have always been proactive in mitigating any impacts on the surrounding community as a result of our

operations and comply with the applicable regulatory requirements. We have introduced various noise abatement

procedures.

A pilot study has been taken up based upon the International Civil Aviation Organization (ICAO) Balanced Approach

of noise management on noise mapping for CSIA operations in 2013. The study involved mapping of aircraft noise

levels at the airside and landside locations. Based on the results, noise modeling and contouring is done for

effective analysis and further implementation of noise abatement measures at CSIA.

Based on the pilot study, a comprehensive noise monitoring system is installed as per the requirements of DGCA

and in line with ICAO's noise monitoring system requirements. Two permanent noise monitoring terminals have

been installed outside the airport premises in the landing and take-off funnel of the main runway. One mobile

noise monitoring terminal is installed inside the airport premises. We regularly monitor the noise levels and the

equipment correlates it with the aircraft movement. The noise data is used to assess the noise pollution due to

aircraft movement as well as the contribution of background noise.

MIAL uses NoiseDesk to monitor the noise and flight

tracks 24 hours a day so the airport knows the noise

impact of aircraft operations on surrounding

communities. “NoiseDesk” is a web-based noise

monitoring system that monitors and manages

sound levels. This system helps to implement noise

abatement procedures and programs.

The monitoring includes air traffic radar

surveillance, connectivity to other information

sources such as flight tracks and weather. This

system has also helped in compiling report

determining the compliance against a range of

regulatory requirements.

This system is cost-effective and it helps to measure

background community noise and aircraft noise

events. Data can be replayed to review historical

information and necessary actions can be taken for

the abatement of noise.

Noise Management

We have introduced various noise abatement techniques / procedures like rapid exit taxiways, single engine

taxiing, reverse thrust procedure, Continuous Descent Approach (CDA), Continuous Climb Operations (CCO),

dedicated engine run up area in order to reduce the impacts of air craft noise on community around our premises.

There has been no change of people residing in areas affected by noise due to our operations.

Noise Monitoring Terminal

55

Vasundhara Award 2015

56

We continuously monitor the quality of ambient air in our premises through a continuous ambient air quality

monitoring system installed at airside near runway 09. The air quality is monitored to ensure compliance with

National Ambient Air Quality Standards (NAAQS) 2009.

Parameters Unit Limits FY 2014-15 FY 2015-16

Oxides of Nitrogen (NOx) µg/m3 80 48.3 22.2

Oxides of Sulphur (SOx) µg/m3 80 24.2 19.8

Particulate Matter (PM2.5) µg/m3 60 57.9 55.4

Particulate Matter (PM10) µg/m3 100 97.9 87.4

Carbon Monoxide (CO) mg/m3 4 0.3 0.2

Lead (Pb) µg/m3 1 Not Detectable Not Detectable

Air Quality Monitoring

Air Quality Management

57

With ever increasing population and expanded industrialization comes an increase in demand for water. The

sustainability of our operations relies on our ability to obtain appropriate quality and quantity of water, use it

conscientiously and manage it responsibly. At MIAL, we use water sourced from MCGM.

To address the challenges of water security, various initiatives are undertaken to manage our water risks.

Water Management

Usage treated water for flushing and cooling purposes in the

terminal buildings

Online chemical dosing system installed for air-conditioning system

resulting in water savings

Water leakage arrest

Reutilization of air handling unit condensate water implemented

resulting in water savings at T2

Aerators (water saving device) installed in T1 and T2

to conserve water

Reuse of chiller plant blowdown water

1

2

3

4

5

6

We ensure that no water bodies are affected due to our operations. The wastewater from our operations is sent to

the state of art sewage treatment plants with Sequential Batch Reactor (SBR) technology followed by Ultra

Filtration (UF) and Reverse Osmosis (RO) having collective capacity of 15 MLD are operational at CSIA. The treated

sewage is used for flushing and cooling towers for Heating Ventilation and Air Conditioning (HVAC). The RO reject

water is discharged in the municipal sewers. The treated water is continuously monitored for its quality and the 3parameters are well within the permissible limits. The total wastewater discharge for FY 2015-16 was 208,356 m .

Of the total waste water produced, 86% of the waste water was recycled and reused in the reporting period.

58

Water withdrawal (KL)

17,92,035

FY 2013- 14 FY 2014-15

16,80,474

FY 2015-16

12,05,441

Stormwater quality parameters

The quality of stormwater is being monitored

regularly to the level of contamination. We have

installed three oil water separators at the apron to

trap the fuel and oil spillage.

Treated Wastewater Parameters

Parameters FY 2014-15 FY 2015-16

Value Min Max Min Max

pH — 6.25 7.78 5.92 7.1

TSS mg/l 2 90 4 92

BOD (3 days) mg/l 4 32 4 42

Oil & Grease mg/l 0 0 0 0

Stormwater uality arametersQ P

Parameters Unit FY 2014-15 FY 2015-16

pH - - 6.81

BOD (3 days) mg/l - 16

Oil & Grease mg/l - Nil

Sewage Treatment Plant

59

As a responsible corporate, we have undertaken various measures towards safeguarding the environment by disposing off the waste resulting from our operations in an environmentally sound manner. Our waste management system comprises of five stages – Identification, Storage, Segregation, Recycling and Disposal. All the waste from the domestic and international flights is being collected, segregated at source into hazardous and non-hazardous waste, stored at defined locations and disposed as per the regulatory requirements.

Waste Management

133.5

4,350

228

481

275

45.61

6.18

0

Type of waste Unit Method of disposal FY 2014-15 FY 2015-16

Biomedical waste

Used oil

Chemical/paint/bitumen drums

Used oil filter

Contaminated saw dust

Rubber and paint deposits from runway

Hazardous cargo/perishable cargo

Electronic waste

Kg

Litre

No.

No.

No of bags

MT

Incineration

Recycling

Landfill

110.25

7,460

298

346

83

104.66

0

1.15

MT

MT

Incineration

Incineration

Incineration

Incineration

Hazardous waste

Non - hazardous waste

148 154

812 868

57 70

158 155

159 147

15.8 15.4

173 155

2,839 2,846

136 135

15.9 31

FY 2014-15

Waste plastic

Waste paper

Waste glass bottles

Waste bisleri bottles

Broken tins

Other scraps

Wet garbage

STP sludge

MT Recycling

Type of waste Unit Method of disposal FY 2015-16

Recycling

Recycling

Recycling

Recycling

Recycling

Recycling

OWC and Landfill

Recycling

Waste wood

Waste cotton

Recycling

MT

MT

MT

MT

MT

MT

MT

MT

MT

Recycling

60

In line with the airport's green initiatives, in

January 2016, MIAL installed an organic waste

converter to convert organic waste (Food Waste)

generated from the terminal buildings,

concessioners, flight kitchens etc into organic

manure. The converter boasts of a 1MT/day

capacity with a shredder installation for the

garden, non vegetarian and other wastes. The

Organic Waste Converter (OWC) is a bio-

mechanical composting system which consists of

the OWC machine, shredder & curing system.

Special bacteria culture used which converts

waste to manure in minimum possible time.

The organic manure generated from this facility

is being used for the horticulture purposes at

CSIA.

Total waste disposal by method in FY 2014-15 & FY 2015-16

Mt/year

Incineration (Hazardous waste) 16.9

Recycling (Hazardous waste) 11.75

Landfill (Hazardous waste) 150.2

Recycling (Non-Hazardous waste) 3,405

Dumping / treatment plant 5,678

Total 9,262

1,4251,675

1,730

FY 2013 - 14 FY 2014 - 15 FY 2015 - 16

Non-hazardous waste recycled (MT)

Organic Waste Convertor Facility

We identify the potential risks of spillages in our operations as part of our Environment, Health and Safety (EHS)

risk assessment and have taken up control measures such as provision of secondary containment, use of

appropriate handling equipment and training of personnel on material handling. As part of our environmental

management system, we capture incidents of spillages. During the reporting period, there were no incidents of

significant spills inside our premises.

61

We are committed to preservation of the biodiversity of the area we operate in and have integrated conservation of

biodiversity into our environmental management systems. We do not fall within 10km radius of any biodiversity

sensitive areas.

Wildlife strikes can pose a significant risk to the safety of passengers and airline staff on board aircraft, and

managing these risks is a key priority for us. Our wildlife management system has enabled us to address the

wildlife hazards without causing any harm to them.

Some of the initiatives taken to avoid wildlife strikes and incursions are scaring guns and cartridges (whistling and

banging sound) for scaring away and controlling bird activities inside the airport, fitting scare crows on wildlife and

safety vehicles to deter them, creation of barriers in areas like nylon netting in drains to reduce the influx of birds.

Biodiversity and Wildlife Management

Signed Memorandum of

Understanding (MoU) with National

Centre for Cell Science (NCCS) Pune,

to conduct DNA barcoding of

problematic birds at CSIA for the

purpose to identifying the bird species

involved in bird strikes.

1

2 Conducted studies on Wildlife Hazard

Assessment & Management by

specialist ornithologist from Ela

Foundation Pune, for risk mitigation

action, long term planning and to

monitor and curtail bird activity inside

airport up to 10 kms from ARP.

¦ Continuous monitoring of bird activities inside airport by wildlife hazard management officers

¦ Maintaining wildlife inspection report (bird counting) inside airport twice a day and maintaining proper

records of bird's species sighted

¦ 19 bird scarers deployed with sufficient stock of firecrackers for continuous busting of crackers to avoid

bird's nuisance alongside of runway

¦ For bird scaring at dark hours/after sunset, using laser torches, but in limited way

¦ In the process of implementing a new sound wave technology from BirdGard (Super Pro Amp with PA 4)

from Australia near to runways to reduce bird activity in 2016

Actions for preventing bird strikes

Initiatives undertaken for Wildlife

Hazard Management are as follows:

Accidents Of Wildlife Strikes

Components FY 2014-16

No. of bird hits 43

No. of animal hits 0

Strike rate per 10,000 aircraft movements 0.728

62

Environmental expenditure figures are for airport related expenses for treatment and disposal costs, purchase

and use of emission certificates, equipment, maintenance and operating material and services, related personnel

cost.

Environmental Protection Expenditures

Environmental Protection expenditure. (in INR)FY 2014-15 FY 2015-16

Treatment and disposal costs of waste 293,041.00 464,584.00

External services for environmental management 1,406,520.00 850,000.00

External certification of management systems - 759,176.00

Extra expenditure to install cleaner technologies - 3,948,368.00

Expenditure on equipment, maintenance and operating material and services, related personnel cost

7,413,936.00 5,684,054.00

Other environmental management costs 144,601.00 150,096.00

Environmental Protection Expenditures

Values in INR million

GVK MIAL Team receiving Greenco Gold Certification from CII-GBC

64

WORKFORCEMANAGEMENT

65

We regard our employees as the most valuable asset and crucial to our ongoing success. We are committed to

building and sustaining a high performance culture that supports employees in reaching their potential thereby

increasing an overall organization capability.

A healthy workplace is elemental for our Company's growth and we place great emphasis on our employees' health

& wellness activities, encouraging workers to take responsibility for their own health & safety and contribute

towards creating a healthy work environment.

66

Workforce DashboardOur permanent workforce headcount at the end of FY 2015 -16 was at 1,505 compared to 1,537 during the last

fiscal year. Our contractual employees at the end of FY 2014-15 was at 4,327 as compared to 5,220 during the last

fiscal year.

892

113

532

Total Workforce Composition(Agewise) FY 2014 - 2015

Below 30 Between 30 - 50 Above 50

928

124

453Total Workforce Composition

(Agewise) FY 2015 - 2016


Employee Category (%) in FY 2014-2015

Senior Management

MiddleManagement

Junior Management

62

5

33

Employee Category (%) in FY 2015-2016

61

5

34

Percentage of Employees (Genderwise) in FY 2014-2015

Male Female

77%

23%

Percentage of Employees (Genderwise) in FY 2015-2016

79%

21%

Senior Management

MiddleManagement

Junior Management

Male Female

67

Employees Turnover (Agewise)

FY 2014 - 15 FY 2015 -16

209209209

Below 30

170170170

575757

757575

151515151515

Between 30 - 50 Above 50

Employees Turnover (Genderwise)

Male Female

737373

101101101

FY 2014 -15 FY 2015 -16

180180180

New Employees Hired (Genderwise)

Male Female

120120120

717171

FY 2014 -15 FY 2015 -16

New Employees Hired (Agewise)

FY 2014 - 2015 FY 2015 - 2016

555555414141


181181181

212212212

777111111

187187187

176176176

140140140

68

Employee Engagement and Development

At MIAL we have built a positive work environment wherein employees' talent is rewarded. We offer professional

and personal growth to our fulltime employees by providing a range of benefits like gratuity, insurance, maternity

leave, leave encashment, pension and provident funds as per our company norms.

We strive to provide feedback to all our employees on their performance. The structure of the feedback varies

among locations, job categories and workforce agreements. Of our total employee population, all eligible

employees undergo a formal performance review process. Where no formal process for performance management

exists, we follow local protocols to connect employee skills and competencies to business performance. For the

defined benefit plans, MIAL's obligations to pay pensions under the plan are met directly by the organization's

general resources.

GVKonnect

GVKonnect' is a monthly newsletter published by us which is available to all employees. This newsletter is common

across the entire GVK Group and is used as a platform for sharing experiences, information, achievements and

other information with all our employees. The newsletter also keeps employees informed of the situations around

them and provides the management with an accessible avenue to express their appreciation for the efforts of

employees.

69

We have formulated a remuneration policy for our Executive Directors, Key Managerial Personnel (KMP) and other employees keeping in view the following objectives:¦ Ensuring that the level and composition of remuneration is commensurate to attract, retain and motivate

talent, to run the Company successfully.¦ Ensuring that relationship of remuneration to performance is clear and meets the performance benchmarks.¦ Ensuring that remuneration involves a balance between fixed and incentive pay reflecting short and long term

performance objectives appropriate to the working of the company and its goals.The remuneration structure for Executive Directors, KMPs and other employees may include the following components:¦ Basic pay ¦ Perquisites and Allowances¦ Commission (applicable in case of Executive Directors)¦ Retiral benefits¦ Variable pay

Males Females Total

FY 2014 -15

FY 2015 -16

59

60

9

136873

Males Females Total

FY 2014 -15

FY 2015 -16

59

60

9

126872

FY 2014 -15

FY 2015 -16

59

59

8

126771

Males Females

The strict adherence to statutory and regulatory norms is followed for the payment of wages and benefits fixed by

the State Government at all entry levels. We have kept the wages of our employees above the standard entry level

minimum wages fixed by the State Government.

We adhere to several labor laws with regard to collective bargaining instituted by the Government of India. All

unionized employees retain the right to exercise the option of collective bargaining. In FY 2014-15 and FY 2015-16,

945 employees were covered under the collective bargaining process. We follow a mandated procedure as per the

Industrial Disputes Act of 21 days for notice period regarding the operational changes.

We extend basic facilities like medical services, canteen availability to the laborers working at CSIA. We also

facilitate the resolution of grievances, if any of the laborers. Besides providing benefits only to our employees, we

also encourage all the suppliers to ensure the care has been taken for their employees insurance and

malpractices. They are also screened for all human rights aspects.

Total number of employees that took parental leave Total number of employees who returned to work after parental leave ended

Total number of employees who returned to work after parental leave ended who were still employed twelve months after their return to work

Males Females Total

YearYear

Retention rates of employees who took parental leave

FY 2014 -15

FY 2015 -16

100% 89%

98% 100%

Year

Year

70

Human Rights

We have set up processes to ensure that human rights clauses (including labour rights, humane treatment of

employees, living wages and prohibition of child and forced labour etc.) are included in all our investments and

contract documents with sub- contractors.

The security of the airport premises is being handled by CISF, Department of Government of India. However, to

ensure adherence to the human rights aspects in our operations we have imparted 1,364 hours of trainings which

is about 14% of our employees on human rights policies and procedures in FY 2015-16. There have been no cases of

discrimination and human rights breaches in the reporting period.

We provided 40,640 manhours of trainings to our security personnel on security skill development.

¦ Safety Management System (SMS) Trainings

¦ Aerodrome Rescue and Fire Fighting (ARFF) Trainings

¦ Aviation Security Training (AVSEC)

¦ Dangerous Goods Regulations (DGR) Cargo Trainings

¦ Stress related trainings like yoga and meditation

¦ ICAO annex training

¦ AED and CPR training

¦ HR induction training

¦ Health and Wellness Training

¦ Environment awareness training

Diversity and Equal Opportunity

We are an equal opportunity employer with remuneration ratio of 1:1 for males and females. We follow strict

adherence to statutory and regulatory norms for the payment of wages and benefits fixed by the State Government

at all entry levels. Our conscious efforts are made towards providing our employees with bias-free work

environment. We do not discriminate on the basis of race, nationality, religion, age, ethnic background and

disability. Thus, recruitment, placement, promotion, transfer, compensation, training and other benefits are based

on the merit, competency of the individual and the business needs of the Company.

Training and Education

In driving human capital sustainability, our efforts are focused towards improving the work quality and efficiency

of our people. We believe developing our people's skills and capabilities is

elemental for long term sustenance of our Company. Thus, we offer

continuous professional training programmes to our employees.

All new recruits undergo orientation training sessions prior to their

deployment. We focus significant efforts on equipping our employees with

the necessary skill upgrades required to facilitate their career

advancement. During the HR induction training, all new recruits are

required to undergo training on our code of conduct including training on

anti-corruption policies and procedures. Extensive learning opportunities

are provided to our employees through diverse and customized training

programs throughout the year. Employees are provided with on the job as

well as external trainings. During the reporting period, 90,942 manhours

of training has been imparted to our employees. Total Manhours for

Security Awareness Training for all coming in the airport premises in the

FY 2014-15 was 8,528 and FY 2015-16, was 7,728.

71

Average hours of training by gender

Male Female

FY 2015 -16FY 2014 -15

38.2925.15

21.4725.42

We have a formal Education Support Policy, through which we encourage our employees to further their

professional development through enrollment in courses and degree programs relevant to their profession. We

also send high Potential employees for ACI online AODP to further the skill development of the employees.

Total hours of training by employee category

Junior Management

MiddleManagement

FY 2015 -16

FY 2014 -15 31,376

34,854

7,160

14,312216

3,024

Senior Management

We have also initiated yoga, stress related trainings for MIAL and stakeholders staff as well as trainings on

computer skills, personal financial planning. We have a firm belief that these trainings will not only help in the

overall personal and professional development of the individuals but also help them manage their post retirement

lives.

Leadership Development Programmes

As part of our Learning and Development (L&D) , we regularly plan a series of insightful talks on initiatives

leadership by eminent persons . Our L&D organizes - leadership talk series annual leadership team offsite -

INSIGHT. Insight gives inspiration, uplifts the energy and harmonizes the team to face the year ahead.

In our continued effort to create platform for sharing knowledge and ideas in MIAL, we also created a knowledge

sharing platform, under the name of “Brainwave”, a forum where one or two people will present on pre-

determined topics to the CEO and the senior leadership team.

¦ Training initiatives for our leaders to conduct a 2 day workshop by Mr. Tony

Buzan, the world-renowned inventor of Mind Mapping and expert on the brain,

memory, speed reading, creativity and innovation.

¦ Training program conducted by L&D was on Lateral Thinking to solve

problems through an indirect and creative approach, using reasoning that is

not immediately obvious and involving ideas that may not be obtainable by

using only traditional step-by-step logic.

72


We regard safety as extremely important and recognize that our primary responsibility is to ensure safe and

healthy working conditions to our employees and all our stakeholders. We encourage a culture of safety which

enables us to minimize accidents and eliminate fatalities. We provide our staff working at the airside with the

Personal Protective Equipments (PPE). Our employees undergo periodic training on Occupational Health and

Safety (OH&S) and the performance is reviewed during business meetings and management review meetings.

There were no injuries or fatalities during the reporting period to any of our employees. However, an unfortunate thincident took place on 16 December 2015 at CSIA, wherein an airline technician got sucked in the engine of an

aircraft while it was about to taxi out for departure. The matter pertains to airline operations and it is being

separately investigated by DGCA.

In order to ensure the entire operations are carried out safely, we continuously strive to build a robust safety

culture amongst our employees, contractors, visitors and other third parties who access areas under our control.

From providing essential security infrastructure and a comprehensive safety management system to protecting the

airside operations, we are committed to ensure the airport operates safely and efficiently. Different safety and

security measures are planned and prepared for normal as well as emergency situations.

We are always committed towards protecting the health & safety of our employees and passengers. This

was demonstrated by Five Star rating provided by the prestigious British Safety Council (BSC), which is the

highest grading awarded by BSC in its OH&S Management System Audits. With this, we are the second

airport in India to receive this Five Star rating and prestigious “Sword of Honor Award”.

Epidemic monitoring and control measures

As MIAL being the gateway for the city, it welcomes passengers from all over the world. This involves risk of being

prone to the spread of diseases transmitted by passengers coming from the nations which are affected by

diseases. Airport medical services supports Government health officials in screening of inbound international

passengers and implementing appropriate measures at CSIA to prevent entry of infectious diseases in the city.

The medical department is responsible for ensuring medical preparedness to handle emergencies at the airport

and is fully equipped to look after the health and well-being of all our stakeholders. We are the only airport in India

with full-fledged Automated External Defibrillators (AED) as a part of Public Access Defibrillation (PAD) program.

We have installed 110 AED's throughout the terminals at CSIA. Also, more than 1000 MIAL & contractual staff have

been trained in Cardio Pulmonary Resuscitation (CPR) and AED. During the reporting period, we have successfully

handled about 31,000 medical cases, including 30 cardiac emergencies and an emergency delivery of a lady

passenger transiting through CSIA at T2.

74

Safety Management System

We aim to ensure continuous and unwavering compliance and adherence within the full spectrum of applicable

laws. The implementation of Occupational Health and Safety Management Systems (OSHAS 18001:2007)

demonstrate our sound occupational health and safety performance and adherence to safety norms as per DGCA.

We identify and mitigate the risks in all our operations including commercial concessionaires with the Hazard

Identification & Risk Management Systems and comprehensive health & safety plan.

Our safety system is managed by highly trained safety officers who ensure compliance with both internal and

external safety requirements. We have developed and installed the “Safety Occurrence Management” software

which has helped us to capture the occurrences happening in the airside. The investigation reports are prepared

and actions are being taken to mitigate the risk. There is an online intranet portal “MIALiteWorld” for reporting the

safety incidents occurred within the airport premises.

RAMP Safety Meeting

We regularly conduct RAMP safety meeting in order to review the safety performance at the premises.

Following points were discussed during the meeting:

¦ Walking and crossing active taxiways

¦ Wildlife controlling at airside area

¦ Safety measures while attaching deck loaders and catering high lift to aircraft

¦ Hit and run cases

¦ Use of earplugs / earmuffs and PPEs at airside

¦ Training / certification of pushback operators

¦ ADP / AVP automation

¦ Littering of FOD at apron area

¦ Parking congestion at airside

¦ Deployment of wing guard / walker

Safety Review Board Governance Level

Reviews policies, resource, use and performance, based on the safety policy of MIAL.

Safety Action GroupManagement Level

Controls and mitigates safety risks and other

hazards during operations.

Departmental Safety Committee

Execution LevelIdentifies and addresses safety and occupational health related concerns.

75

Airside Safety

Airside operations is responsible for ensuring the safety and security of aviation operations and has an important

role in business continuity of an airport. We have a worksite safety group responsible for carrying out operations in

the airside safely. This group is in charge for providing safety briefings to the on-site workers and contractors to

avoid any accidents. It also facilitates Apron control with respect to handing over and taking charge of operational

areas with maintenance of proper records. Regular safety audits and inspections of worksites are carried out to

ensure the compliance of safety norms, conditions and guidelines by airside workers.

GVK CSIA's airside safety regularly conducts the partial exercise with various departments and stakeholders to

check the airport's readiness against safety hazards. The overall goal of airside safety is to maintain a secure and

efficient environment for aircraft, vehicles, personnel and travelers.

Emergency preparedness response

There are various types of emergencies arising at the airport involving aircraft, medical emergencies, natural

calamities or a combinations of these. We have an Airport Emergency Committee (AEC) to ensure that the airport is

equipped to provide efficient and effective response to emergencies.

76

Business continuity plan

Disasters and disruptions can occur without a warning and the results could be unpredictable. It is important to

build a level of resilience in the business operations in order to minimize the effects of such disruptions. We ensure

recovery of our business operations by integrating the Business Continuity Management System (BCMS) in our

overall management. We have structured documentation, standard procedures and standardized operational

conduct to ensure business continuity in case of disruptions.

Generally heavy rainfall is observed at Mumbai in monsoon season. This poses a risk, disruption in the normal

operations of the airport and threat to safety of passengers and employees. We have designed disaster and

emergency preparedness plan to deal with such emergencies. There is also a dedicated landslide team to facilitate

the smooth operations of the airport which monitors various aspects of our landside operations prior and during

the monsoon to avoid any mishaps. Our airport emergency services has designed AERP in accordance with DGCA,

ICAO, NEPA and NBC norms to combat any types of exigencies in the airport.

Security Practices

Airports are critical infrastructure and very vital from the perspective of national security. The security in CSIA is

maintained by Central Industrial Security Force (CISF), a paramilitary force under the Ministry of Home Affairs

responsible for implementing the security practices across the airport.

Security at CSIA is carried out in two ways:

¦ Anti Hijacking Measures

¦ Anti Sabotage Measures

Anti-Hijack measures are carried out by CISF and Anti Sabotage measures is partially carried out by MIAL and

airlines. There are four different units in CISF for maintaining a secured environment across the airport. These are

Anti hijacking unit, Support unit, Intelligence & surveillance unit, Protection unit.

77

With a vision to maintain highest safety and security standards, MIAL has a AVSEC training institute which is

approved by Bureau of Civil Aviation Security (BCAS) to impart security related trainings such as Standardized

Training Package on aviation security, Computer Based Trainings on Security Screening, training on explosive

handling and detection to CISF.

We conduct regular mock drills to check security preparedness and response time of our emergency units. A mock

counter terrorist and anti-hijack exercise was regularly conducted by CISF. The aim of this exercise was to create

awareness regarding roles and responsibilities of stakeholders in a real-life situation. CSIA also conducts

evacuation mock drills to gauge the effectiveness of an emergency/evacuation response plan. We also provide

formal training for security personnel on human rights and clear instructions are given to ensure there is no

occurrence of human rights abuse.

Perimeter Intrusion Detection System CCTV

Safety of passengers and aircraft is a major concern at CSIA. As a safety measure, we have always been

vigilant at CSIA to avoid any threats at the airside.

We have installed Perimeter Intruder Detection System (PIDS) with comprehensive CCTV surveillance

system to get real time view of any intrusion through perimeter to have on time response and action

thereof. The objective of PIDS CCTV is to comply with regulatory requirement which states that “each

perimeter detection zone should have a dedicated CCTV camera associated with it” In case of intrusion in

any particular zone, there will pop up related to that specific zone which appears on the screen at

dedicated CISF control room.

Road safety week at GVK CSIA

We observed the Road safety week from 12-17 January 2015. This initiative was flagged of by the Jt.

Commissioner of Police (Traffic), DR. B.K Upadhyay. With this initiative during the week, we leveraged

this opportunity to enhance awareness among the people and focus on improving safety in our

operations.

Road Safety Week Celebration at MIAL

78

COMMUNITYDEVELOPMENT

79

We believe we have a moral responsibility to make a positive contribution to the development of communities

where we operate. As a responsible corporate, we strive for the progress of our communities along with us and

believe in empowering and assisting them in their road to development.

As a part of triple bottom line commitment, our approach has always been to foster meaningful, long-term

relationships that respect local cultures and create lasting benefits.

In order to rationalize and streamline our CSR spend to areas of high impact, both in terms of quality and scale,

we have formulated a CSR policy.

80

Promoting Education

We have undertaken various initiatives in the following thematic areas:

Promoting Education

Enhancing Vocational Skills

Ensuring Environmental Sustainability

Our social initiatives in promoting education are focused on providing primary education and the learning

experience for the weaker sections of the society. We lay a great emphasis on providing basic education

exercise, personality and health development.

Shilp Program: 'SHILP' (Supplementary Holistic and Interactive Learning Program) is an initiative taken by MIAL

to foster the primary education for underprivileged sections of the society. The main objective of the program is

to enhance the skilsl of the children which can help them to grow and become a responsible citizen. This

program had 50 participants and the first program covered 1 school as a pilot initiative. Going ahead, the second

program was spread over 4 schools and covering 200 students.

Supporting Education: MIAL partnered with “Aseema Charitable Trust” to impart quality based education in

MCGM school at primary and middle level and thus holistically improve children's learning. The school is

maintained and administered partly by Aseema Charitable Trust and provides education to the underprivileged

children from the weaker section of the community. In addition, the program also focuses on the overall

personality and health development of these children.

Enhancing Vocational Skills

Vocational training for differently abled: With an aim to promote social equality and provide

equal opportunities to the differently able people,

MIAL partnered with “DEEDS Public Charitable

Trust” to support vocational training programs.

These programs included tailoring course and

Basic English literacy classes for students to

develop their vocational and employability skills at

deaf schools in Mumbai. This program helped

many people for securing jobs and thus providing

an initial start to the career.

@

MIAL's Vocational Training programme plays an active role in building and upgrading skills of marginalized youth

enabling them to align better with the emerging needs of the job market. Some initiatives on skill development

were taken up for the differently abled people and youths helping them to enhance their skills and making them a

responsible citizen.

Health and Sanitation

81

Jagriti Yatra: As youth are future entrepreneurs of the country, it is really important to nurture and encourage

them. The Jagriti Yatra is 15 day long national train journey that will take participants across the length and

breadth of India to understand and build the India of smaller towns and villages through enterprise. During the

journey, participants meet role models, change makers and leaders those made a difference to thousands of life.

The journey is embarked with a mindset of “turning adversity into opportunities” and it helps the youth to

understand the various social concerns and opportunities to overcome them. This initiative was started in 2013,

since then we have supported 12 youth for participating in this program.

Enhancing Environmental Sustainability

Sustainability is part of everyday life and essential for the environmental protection. MIAL being a responsible

corporate, strives to promote sustainability and its importance to the nearby communities.

LED Lamp distribution in the tribal community of Sanjay Gandhi National Park (SGNP): On the occasion of thWorld Environment Day, 5 June 2015, we distributed 500 solar powered LED lamps to community in SGNP, as

they faced many challenges due to absence of power. These solar lamps can help them to replace the kerosene

lamps which was not economically viable and benefit the students to study during evening hours. As this

community resides in SGNP, these lamps will also help to ward off the leopards and other perilous animals.

Solar Lamp Distribution at SGNP

82

Health and Sanitation

The year wise breakup of the children immunized against Polio in last 2 years at CSIA is as below:

Parameters FY 2014 FY 2015 2016 (till March)

Children Immunized with oral polio at CSIA 600 757 790

Children immunized against Polio

International Flower Show: We initiated the plant and flower exhibition to encourage green culture amongst Mumbaikars. The aim of this event was to educate Mumbaikars about plants and plantation and inspire them to contribute their bit in making Mumbai a greener city. The flower exhibition was intended to deliver a social message – 'Plant More Trees and Save Water' which is the need of the city.

To showcase the expanse of our environmental stewardship and to amplify the reach of the cause we also extended

this unique platform to various like-minded organizations and corporate houses such as MCGM, Parks and Garden

department of State PWD, Godrej, Tata Powers, Larson & Toubro and Hiranandani. We hosted three such shows in

March 2014, January 2015 and the latest was in January 2016. We plan to organize such show every year, to

encourage other corporate bodies for being environmentally sensitive; and make the general public aware of the

best practices of domestic gardening

We believe access to healthcare is among basic necessities, though out of reach for many still.

¦ We organized HIV awareness session and voluntary

blood testing camp for HIV for CISF in December 2015.

¦ We have organized two voluntary blood donation camps

at CSIA.

¦ We have organized eye checkup camps for taxi drivers

at CSIA.

Since 2010, we have immunized more than 5000 children

below 5yrs traveling though CSIA.

International Flower Show inauguration by Mrs. Urvashi J Thacker

84

AA1000 Accountability Principles Standard 2008

AAI Airports Authority of India

ACA Airport Carbon Accreditation

A-CDM Airport Collaborative Decision Making

ACI Airports Council International

ADP Airside Driving Permit

AEC Airport Emergency Committee

AED Automatic External Defibrillators

AERA Airports Economic Regulatory Authority

AERP Airport Emergency Response Plan

AGM Annual General Meeting

AODB Airport Operational Database

AODP Airport Operations Diploma Programme

AOG Airport Operations Group

ARFF Aerodrome Rescue And Fire Fighting

ARP Airport Reference Point

ASQ Airport Service Quality

ATF Aviation Turbine Fuel

ATM Air Traffic Movement

AVSEC Aviation Security Training

AWS Airside Work-site Safety Group

BCAS Bureau of Civil Aviation Security

BCMS Business Continuity Management System

BHS Baggage Handling System

BNHS Bombay Natural History Society

BOD Board of Directors

BSC British Safety Council

CAPA Corrective and Preventive Action

CCR Constant Current Regulator

CCO Continuous Climb Operations

CDA Continuous Descent Approach

CEM Customer Experience Management

CEO Chief Executive Officer

CFO Chief Financial Officer

CII Confederation of Indian Industries

CIQ Checking Time in Queue

CISF Central Industrial Security Force

CNG Compressed Natural Gas

CNS Communication Navigation System

COP Conference of the Parties

CPR Cardiopulmonary Resuscitation

CSIA Chhatrapati Shivaji International Airport

CSR Corporate Social Responsibility

CUSS Common Use Self Check-in Service

DG Diesel Generator

DGCA Directorate General of Civil Aviation

DMA Disclosures on Management Approach

Abbreviations

85

DGR Dangerous Goods Regulations

DSS Distribution Sub Stations

EHS Environment Health and Safety

EMS Environmental Management System

ERM Enterprise Risk Management

ETA Expected Time of Arrival

F&B Food and Beverage

FICCI The Federation of Indian Chambers of Commerce and Industry

FIDS Flight Information Display System

FOD Foreign Object Damage

FY Financial Year

GA General Aviation

GDP Gross Domestic Product

GHG Greenhouse Gas

GRI Global Reporting Initiative

GJ Gigajoule

GVKAHPL GVK Airport Holdings Private Limited

Ha Hectares

HIRA Hazard Identification Risk Assessment

HOD Head of Department

HPSV High Pressure Sodium Vapor

HR Human Resource

HRD Human Resource Development

HOS Head of Stand

HVAC Heating Ventilation and Air-conditioning

IATA International Air Transport Association

ICAO International Civil Aviation Organization

IGBC Indian Green Building Council

ILO International Labor Organization

IPCC Inter Governmental Panel on Climate Change

IT Information Technology

KMP Key Managerial Personnel

KWp Kilowatts peak

L&D Learning and Development

LED Light Emitting Diode

LEED Leadership in Energy and Environmental Design

LPG Liquified Petroleum Gas

LTO Landing Take off

MCGM Municipal Corporation of Greater Mumbai

MD Managing Director

MIAL Mumbai International Airport Private limited

MLD Million Litres Per Day

MoEFCC Ministry of Environment, Forest and Climate Change

MoU Memorandum of Understanding

MLCP Multi-Level Car Park

MPPA Millions of Passengers Per Annum

MT Metric Tonne

NAAQS National Ambient Air Quality Standard

86

NBC National Building Code

NCCS National Centre for Cell Science

NCAER National Council of Applied Economic Research

NEPA National Environmental Protection Act, USA

NOx Oxides of Nitrogen

NVG National Voluntary Guidelines on Social, Environmental and Economic Responsibilities of Business

ODS Ozone Depleting Substances

OH&S Occupational Health and Safety

OMDA Operation, Management and Development Agreement

OSHAS Occupational Health and Safety Management System

OSQ Objective Quality Survey

OWC Organic Waste Convertor

PAX Passengers

PIDS Perimeter Intruder Detection System

PM Particulate Matter

PPE Personal Protective Equipment

PPP Public Private Partnership

PSE Passenger Service Executives

RO Reverse Osmosis

RET Rapid Exit Taxiway

SBR Sequential Batch Reactor

SGNP Sanjay Gandhi National Park

SHILP Supplementary Holistic and Interactive Learning Program

SITA Societe Internationale De Telecommunication Aeronautiques

SMS Safety Management System

SOx Oxides of Sulphur

SOP Standard Operating Procedures

STP Sewage Treatment Plant

T1 A Terminal 1 A

T1 B Terminal 1 B

T1 C Terminal 1 C

T2 Terminal 2

tCO e2 Tonnes of Carbon equivalent

TOBT Target off Block Times

TSAT Target Start up Approval Time

TTOT Target Take off Time

UF Ultra Filtration

WBCSD World Business Council on Sustainable Development

WRI World Resources Institute

YoY Year on Year

87

Assurance Statement

91

General Standard

Disclosures

Description of the Indicator Location of Disclosure Page No.

STRATEGY AND ANALYSIS

G4-1 Statement from the most senior decision maker of the organization

Message from the Leaders and Foreword

1

G4-2 Provide a description of key impacts, risks and opportunities

Sustainability Challenges and Opportunities

14, 15

ORGANIZATIONAL PROFILE

G4-3 Name of the Organization Organization Profile 13

G4-4 Primary brands, products and services Organization Profile 13

G4-5 Location of the Organization's headquarters Organization Profile 13

G4-6 Number of countries where organization operates

This is not applicable. Hence, this is not reported.

-

G4-7 Nature of ownership and legal form Organization Profile 13

G4-8 Markets served Organization Profile 13

G4-9 Scale of the organization Economic Performance, Sustainability Challenges and Opportunities, CSIA by Numbers

14, 15, 32, 33, 34

G4-10 Employee profile Employee Engagement and Development

66

G4-11 Percentage of employees covered by collective bargaining agreements


69

G4-12 Organization's supply chain Supply Chain Management 34

G4-13 Significant changes during the year There have not been any significant changes during the year

-

G4-14 Precautionary approach or principle Sustainability Challenges and Opportunities

14, 15

G4-15 Externally developed economic, environmental and social charters, principles or other initiatives to which the organization subscribes

Corporate Governance 24

GENERAL STANDARD DISCLOSURES

GRI G4 Content Index

92

General Standard

Disclosures


G4-16 Memberships of associations Corporate Governance 24

IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES

G4-17 Entities included in the organization's consolidated financial statements

Not Applicable -

G4-18 Defining the report content and aspect boundaries

About the Report 11

G4-19 Material aspects Materiality Assessment 28

G4-20 Aspect boundary within the organization Materiality Assessment 28

G4-21 Aspect boundary outside the organization Materiality Assessment 28

G4-22 Effect of any restatements of information provided in previous reports

Corporate Governance, Creating Value

18, 33

G4-23 Significant changes from previous reporting periods

There have not been any significant changes from the previous reporting periods. Thus, this is not applicable and is not reported

-

STAKEHOLDER ENGAGEMENT

G4-24 Stakeholder groups engaged by the organization

Stakeholder Engagement 25

G4-25 Basis for identification and selection of stakeholders


G4-26 Organization's approach to stakeholder engagement


G4-27 Key topics and concerns raised through stakeholder engagement


REPORT PROFILE

G4-28 Reporting period About the Report 11

G4-29 Date of most recent previous report About the Report 11

G4-30 Reporting cycle About the Report 11

G4-31 Contact point for questions regarding the report or its contents

Back Cover -

93

General Standard

Disclosures


G4-32 'In accordance' option the organization has chosen About the Report 11

G4-33 External assurance About the Report 11

GOVERNANCE

G4-34 Governance structure of the organization Corporate Governance 16

G4-35 Process for delegating authority for economic, environmental and social topics from the highest governance body to senior executives and other employees


G4-36 Executive-level positions with responsibility for economic, environmental and social topics


G4-37 Processes for consultation between stakeholders and the highest governance body on economic, environmental and social topics


G4-38 Composition of the highest governance body and its committees

Corporate Governance 17, 19

G4-39 Report whether the Chair of the highest governance body is also an executive officer


G4-40 Nomination and selection processes for the highest governance body and its committees; the criteria used for nominating and selecting highest governance body members


G4-41 Processes for the highest governance body to ensure conflicts of interest are avoided and managed


G4-42 Highest governance body's and senior executives' roles in the development, approval, and updating of the organization's purpose, value or mission statements, strategies, policies, and goals related to economic, environmental and social impacts


G4-43 Measures taken to develop and enhance the highest governance body collective knowledge of economic, environmental and social topics.


94

General Standard

Disclosures


G4-44 Processes for evaluation of the highest governance body's performance with respect to governance of economic, environmental and social topics;actions taken in response to evaluation results


G4-45 Highest governance body's role in the identification and management of economic, environmental and social impacts, risks, and opportunities


G4-46 Highest governance body's role in reviewing the effectiveness of the organization's risk management processes for economic, environmental and social topics


G4-47 Frequency of the highest governance body's review of economic, environmental and social impacts, risks, and opportunities


G4-48 Highest committee or position that formally reviews and approves the organization's sustainability report and ensures that all material Aspects are covered

About the Report 11

G4-49 Process for communicating critical concerns to the highest governance body


G4-50 Nature and total number of critical concerns that were communicated to the highest governance body and the mechanism(s) used to address and resolve them


G4-51 Remuneration policies for the highest governance body and senior executives; how performance criteria in the remuneration policy relate to the highest governance body's and senior executives' economic, environmental and social objectives


69

G4-52 Process for determining remuneration Corporate Governance 18, 19

G4-53 How stakeholders' views are sought and taken into account regarding remuneration


G4-54 Ratio of the annual total compensation for the organization's highest-paid individual to the median annual total compensation for all employees


95

General Standard Disclosures


G4-55 Ratio of percentage increase in annual total compensation for the organization's highest paid individual to the median percentage increase in annual total compensation for all employees


ETHICS AND INTEGRITY

G4-56 Organization's values, principles, standards and norms of behavior such as codes of conduct and codes of ethics

Organization Profile, Corporate Governance

13, 20, 21

G4-57 Internal and external mechanisms for seeking advice on ethical and lawful behavior, and matters related to organizational integrity

Corporate Governance 20, 21, 22

G4-58 Internal and external mechanisms for reporting concerns about unethical or unlawful behavior, and matters related to organizational integrity


SPECIFIC STANDARD DISCLOSURES

GRI G4 Reference

DMA and Description of Indicators Location of Disclosure Page No.

DMA General disclosure on ManagementApproach

Disclosures on Management Approach

29

CATEGORY: ECONOMIC

MATERIAL ASPECT: ECONOMIC PERFORMANCE

G4-EC1 Direct economic value generated and distributed Economic Performance

34

G4-EC2 Financial implications and other risks and opportunities for the organization's activities due to climatechange

Risks and Opportunities Due to Climate Change. We have not disclosed the financial implications due to unavailability of appropriate and reliable information needed for estimations of financial implications of risks and opportunity.

35

96



G4-EC3 Coverage of the organization's defined benefit plan obligations

Workforce Management

68

G4-EC4 Financial assistance received from government No financial assistance was obtained from the government during the reporting year.

-

MATERIAL ASPECT: MARKET PRESENCE

G4-EC5 Ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation.


69

G4-EC6 Proportion of senior management hired from the local community at significant locations of operation

Direct and Indirect Economic Impacts

35

MATERIAL ASPECT: INDIRECT ECONOMIC IMPACTS

G4-EC7 Development and impact of infrastructure investments and services supported

Capacity Enhancement 44, 45

G4-EC8 Significant indirect economic impacts, including the extent of impacts

Direct and Indirect Economic Impacts

35

MATERIAL ASPECT: PROCUREMENT PRACTICES

G4-EC9 Proportion of spending on local suppliers Supply Chain Management

34

CATEGORY: ENVIRONMENTAL

MATERIAL ASPECT: MATERIALS

G4-EN1 Materials used by weight or volume This is not applicable. Hence, this is not reported.

-

G4-EN2 Percentage of materials used that are recycled input materials


-

MATERIAL ASPECT: ENERGY

G4-EN3 Energy consumption within the organization Energy Management 48

97



G4-EN4 Energy consumption outside of the organization Energy Management 48

G4-EN5 Energy intensity Energy Management 48

G4-EN6 Reduction of energy consumption Energy Management 48

G4-EN7 Reductions in energy requirements of products and services

Energy Management 48

MATERIAL ASPECT: WATER

G4-EN8 Total water withdrawal by source Water Management 58

G4-EN9 Water sources significantly affected by withdrawal of water

Water Management 57

G4-EN10 Percentage and total volume of water recycled and reused

Water Management 57

MATERIAL ASPECT: BIODIVERSITY

G4-EN11 Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas


-

G4-EN12 Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas

-

G4-EN13 Habitats protected or restored -

G4-EN14 Total number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk

-

98



MATERIAL ASPECT: EMISSIONS

G4-EN15 Direct greenhouse gas (GHG) emissions (Scope 1) Emissions 51

G4-EN16 Energy indirect greenhouse gas (GHG) emissions (Scope 2)

Emissions 51

G4-EN17 Other indirect greenhouse gas (GHG) emissions (Scope 3)

Emissions 51

G4-EN18 Greenhouse gas (GHG) emissions intensity Emissions 51

G4-EN19 Reduction of greenhouse gas (GHG) emissions Emissions 50, 51

G4-EN20 Emissions of ozone-depleting substances (ODS) This is not applicable. Hence, this is not reported.

-

G4-EN21 NOx, SOx and other significant air emissions Emissions 56

MATERIAL ASPECT: EFFLUENTS AND WASTE

G4-EN22 Total water discharge by quality and destination Water Management 57

G4-EN23 Total weight of waste by type and disposal method Waste Management 59, 60

G4-EN24 Total number and volume of significant spills Waste Management 60

G4-EN25 Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally


-

G4-EN26 Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the organization's discharges of water and runoff

This is not applicable. Hence, this is not reported

-

99



MATERIAL ASPECT: PRODUCTS AND SERVICES

G4-EN27 Extent of impact mitigation of environmental impacts of products and services

Energy Management, Water Management, Emissions, Waste Management

48, 50, 57, 59

G4-EN28 Percentage of products sold and their packaging materials that are reclaimed by category


-

MATERIAL ASPECT: COMPLIANCE

G4-EN29 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations

Environmental Performance

47

MATERIAL ASPECT: TRANSPORT

G4-EN30 Significant environmental impacts of transporting products and other goods and materials for the organization's operations, and transporting members of the workforce


-

MATERIAL ASPECT: OVERALL

G4-EN31 Total environmental protection expenditures and investments by type


62

MATERIAL ASPECT: SUPPLIER ENVIRONMENTAL ASSESSMENT

G4-EN32 Percentage of new suppliers that were screened using environmental criteria

This is not reported -

G4-EN33 Significant actual and potential negative environmental impacts in the supply chain and actions taken


MATERIAL ASPECT: ENVIRONMENTAL GRIEVANCE MECHANISM

G4-EN34 Number of grievances about environmental impacts filed, addressed, and resolved through formal grievance mechanisms


47

100



CATEGORY: SOCIAL

SUB CATEGORY: LABOR PRACTICES AND DECENT WORK

MATERIAL ASPECT: EMPLOYMENT

G4-LA1 Total number and rates of new employee hires and employee turnover by age group, gender and region

Workforce Dashboard 66, 67

G4-LA2 Benefits provided to fulltime employees that are not provided to temporary or part-time employees, by significant locations of operation


68

G4-LA3 Return to work and retention rates after parental leave, by gender


69

MATERIAL ASPECT: LABOUR MANAGEMENT/RELATIONS

G4-LA4 Minimum notice periods regarding operational changes, including whether these are specified in collective agreements


69

MATERIAL ASPECT: OCCUPATIONAL HEALTH AND SAFETY

G4-LA5 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs


74

G4-LA6 Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total number of work related fatalities


72

G4-LA7 Workers with high incidence or high risk of diseases related to their occupation

Employees are subjected to regular health check-ups and no incidences of diseases have been found.

-

101



G4-LA8 Health and safety topics covered in formal agreements with trade unions

There is no formal agreement as there is no registered trade union. Hence, this is not applicable.

-

MATERIAL ASPECT: TRAINING AND EDUCATION

G4-LA9 Average hours of training per year per employee by gender, and by employee category

Training and Education 71

G4-LA10 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings


G4-LA11 Percentage of employees receiving regular performance and career development reviews, by gender and by employee category


MATERIAL ASPECT: DIVERSITY AND EQUAL OPPORTUNITY

G4-LA12 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity


MATERIAL ASPECT: EQUAL REMUNERATION FOR MEN AND WOMEN

G4-LA13 Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation


70

MATERIAL ASPECT: SUPPLIER ASSESSMENT FOR LABOUR PRACTICES

G4-LA14 Percentage of new suppliers that were screened using labor practices criteria

Supply Chain Management 34

G4-LA15 Significant actual and potential negative impacts for labor practices in the supply chain and actions taken


102



MATERIAL ASPECT: LABOUR PRACTICES GRIEVANCE MECHANISM

G4-LA16 Number of grievances filed, addressed and resolved through formal grievance mechanism.


SUB CATEGORY: HUMAN RIGHTS

MATERIAL ASPECT: INVESTMENT

G4-HR1 Total number and percentage of significant investment agreements and contracts that include human rights clauses or that underwent human rights screening

Supply Chain Management

34

G4-HR2 Total hours of employee training on human rights policies or procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained


70

MATERIAL ASPECT: NON-DISCRIMINATION

G4-HR3 Total number of incidents of discrimination and corrective actions taken


70

MATERIAL ASPECT: FREEDOM OF ASSOCIATION AND BARGAINING

G4-HR4 Operations and suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and measures taken to support these rights


69

MATERIAL ASPECT: CHILD LABOR

G4-HR5 Operations and suppliers identified as having significant risk for incidents of child labor, and measures taken to contribute to the effective abolition of child labor


103



MATERIAL ASPECT: FORCED OR COMPULSORY LABOR

G4-HR6 Operations and suppliers identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of all forms of forced or compulsory labor


MATERIAL ASPECT: SECURITY PRACTICES

G4-HR7 Percentage of security personnel trained in the organization's human rights policies or procedures that are relevant to operations

Security Practices 70

MATERIAL ASPECT: INDIGENOUS RIGHTS

G4-HR8 Total number of incidents of violations involving rights of indigenous peoples and actions taken


-

MATERIAL ASPECT: ASSESSMENT

G4-HR9 Total number and percentage of operations that have been subject to human rights reviews or impact assessments


MATERIAL ASPECT: SUPPLIER HUMAN RIGHTS ASSESSMENT

G4-HR10 Percentage of new suppliers that were screened using human rights criteria


G4-HR11 Significant actual and potential negative human rights impacts in the supply chain and actions taken


MATERIAL ASPECT: HUMAN RIGHTS GRIEVANCE MECHANISM

G4-HR12 Number of grievances about human rights impacts filed, addressed, and resolved through formal grievance mechanisms


70

104



SUB CATEGORY: SOCIETY

MATERIAL ASPECT: LOCAL COMMUNITIES

G4-SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs


G4-SO2 Operations with significant actual or potential negative impacts on local communities


MATERIAL ASPECT: ANTI-CORRUPTION

G4-SO3 Total number and percentage of operations assessed for risks related to corruption and the significant risks identified


G4-SO4 Communication and training on anti-corruption policies and procedures

Training and Education

70

G4-SO5 Confirmed incidents of corruption and actions taken

There have been no incidents of corruption during the reporting period

-

MATERIAL ASPECT: PUBLIC POLICY

G4-SO6 Total value of political contributions by country and recipient/beneficiary

There were no political contributions made during the reporting year

-

MATERIAL ASPECT: ANTI-COMPETITIVE BEHAVIOUR

G4-SO7 Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes.


-


G4-SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations


105



MATERIAL ASPECT: SUPPLIER ASSESSMENT FOR IMPACTS ON SOCIETY

G4-SO9 Percentage of new suppliers that were screened using criteria for impacts on society


G4-SO10 Significant actual and potential negative impacts on society in the supply chain and actions taken


MATERIAL ASPECT: GRIEVANCE MECHANSIM FOR IMPACTS ON SOCIETY

G4-SO11 Number of grievances about impacts on society filed, addressed, and resolved through formal grievance mechanisms


SUB CATEGORY: PRODUCT CATEGORY

MATERIAL ASPECT: CUSTOMER HEALTH AND SAFETY

G4-PR1 Percentage of significant product and service categories for which health and safety impacts are assessed for improvement

Customer Health and Safety

40

G4-PR2 Total number of incidents of non-compliance with regulations and voluntary codes concerning the health and safety impacts of products and services during their life cycle, by type of outcomes


40

MATERIAL ASPECT: PRODUCT SERVICE AND LABELING

G4-PR3 Type of product and service information required by the organization's procedures for product and service information and labeling, and percentage of significant product and service categories subject to such information requirements


-

G4-PR4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes


-

G4-PR5 Results of surveys measuring customer satisfaction


41

106



MATERIAL ASPECT: MARKETING COMMUNICATIONS

G4-PR6 Sale of banned or disputed products This is not applicable. Hence, this is not reported

-

G4-PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship, by type of outcomes


-

MATERIAL ASPECT: CUSTOMER PRIVACY

G4-PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data

There were no substantiated complaints regarding breach of customer privacy and losses of customer data during the reporting period.

-


G4-PR9 Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services

There were no non compliances with laws and regulations concerning the provision and use of products and services.

-

107

Sector Disclosures Description of the Indicator Location of Disclosure Page No.

MATERIAL ASPECT: MARKET PRESENCE

AO1 Total number of passengers annually, broken down by passengers, on international and domestic flights, and broken down by origin-and-destination and transfer passengers, including transit passengers

Creating Value 32

AO2 Total annual number of aircraft movements by day and by night, broken down by commercial passenger, commercial cargo, general aviation, and state aviation flights

Creating Value 33

AO3 Total amount of cargo tonnage Creating Value 33

MATERIAL ASPECT: WATER

AO4 Quality of storm water by applicable regulatory standards

Water Management 58

MATERIAL ASPECT: EMISSIONS

AO5 Ambient air quality levels according to pollutant concentrations in microgram per cubic meter (µg/m3) or parts per million (ppm) by regulatory regime

Air Quality Management

56

MATERIAL ASPECT: EFFLUENTS AND WASTE

AO6 Aircraft and pavement de-icing / anti-icing fluid 3used and treated by m and / or metric tonnes


-

MATERIAL ASPECT: NOISE

AO7 Number and percentage change of people residing in areas affected by noise

Noise Management 54

MATERIAL ASPECT: LOCAL COMMUNITIES

AO8 Number of persons physically or economically displaced, either voluntarily or involuntarily, by the airport operator, or on its behalf by a governmental or other entity, and compensation provided

Capacity Enhancement 44

MATERIAL ASPECT: CUSTOMER HEALTH AND SAFETY

AO9 Total annual number of wildlife strikes per 10,000 aircraft movements

Biodiversity and Wildlife Management

61

Sector Disclosure – Airport Operators

108

Principle Description of the Indicator Page No.

Principle 1 Businesses should conduct and govern themselves with Ethics, Transparency and Accountability.

Corporate Governance, 18

Principle 2 Businesses should provide goods and services that are safe and contribute to sustainability throughout their life cycle.

Customer Delight, 37

Principle 3 Businesses should promote the wellbeing of all employees. Workforce Management, 64

Principle 4 Businesses should respect the interests of, and be responsive towards all stakeholders, especially those who are disadvantaged, vulnerable and marginalized.

Stakeholder Engagement, 25

Principle 5 Businesses should respect and promote human rights. Workforce Management, 70

Principle 6 Business should respect, protect, and make efforts to restore the environment.

Environmental Performance, 46

Principle 7 Businesses, when engaged in influencing public and regulatory policy, should do so in a responsible manner.

Corporate Governance, 24

Principle 8 Businesses should support inclusive growth and equitable development

Community Development, 78

Principle 9 Businesses should engage with and provide value to their customers and consumers in a responsible manner.

Customer Health and Safety, 40

NVG Mapping

109

Certifications, Awards and Accolades

¦ The Best Airport in India and Central Asia by Skytrax World Airport Awards 2016.

¦ Rated as the World's No. 1 Airport in the 25-40 million passengers per year category by ACI in the

Airport Service Quality Awards 2015.rd

¦ Bagged the ‘Innovation in Tunnels Award’ for its proposed airside road tunnel project at 3 Arebian

tunnelling conference 2015 held at Dubai.

¦ GVK CSIA has achieved ‘Greenco Gold Certification’ from CII-GBC.

¦ GVK MIAL has been awarded the 'Best Airport - National' for excellence in connecting air cargo

community by 'Air Cargo Agents Association of India' during the 42nd ACAAI Annual Convention.

¦ GVK CSIA has been selected as the 'World's Leading Airport Lounge - First Class' at the World Travel

Awards 2015.

¦ GVK CSIA has bagged the Asia Training & Development Excellence Awards 2015 for 'Best Change

Management Initiative or Program'.

¦ GVK CSIA has been awarded the Golden Peacock National Award for Risk Management.

¦ GVK CSIA has been rated as the 'Smartest Airport Building in India' and the 'Smartest Building in

India' at the recently concluded 'Times of India and Honeywell Smart Building Awards' for 2015.

¦ GVK CSIA has been awarded the Asia Pacific Airport of the Year 2015 at the CAPA Aviation Awards for

Excellence 2015.

¦ Pranaam GVK Guest Services has been recognized for its service excellence with the 'Best Customer

Experience award' by Customer Experience Management (CEM) Asia.

110

¦ GVK CSIA has been awarded the Vasundhara Award 2015 by the State Government, for excellence in

environmental conservation.

¦ GVK CSIA has been conferred the Golden Peacock Business Excellence Award for significant

achievements in the field of Business Excellence.

¦ GVK CSIA's T2 has been awarded the Platinum A' Design Award 2015 for Architecture, Building and

Structural Design.

¦ GVK CSIA's commitment to the environment has been awarded with an Airport Carbon Accreditation

(Level 3) - Optimisation by global agency - Airport Council International (ACI).

¦ GVK CSIA has been conferred the award for 'Outstanding Contribution in Airports – Infrastructure'

category at the 5th EPC World Awards 2014.

¦ GVK MIAL has been awarded the prestigious 'Golden Peacock Award for Sustainability'.

¦ GVK MIAL has been awarded THE SWORD OF HONOR by the British Safety Council for excellence in

health and safety management.

¦ GVK MIAL is proud to be the first airport to receive a TAPA Freight Security Requirements (FSR-A)-

2011 Certification for its Domestic Air Cargo Terminal in August 2014.

¦ GVK MIAL is proud to be the 1st Airport in Asia and 5th in the world to release “The Sustainability

Report 2014” as per GRI G4 reporting guidelines.

¦ GVK CSIA received the Best Managed Airport award at the 8th CNBC Awaaz Travel Award 2014

¦ GVK CSIA has bagged the prestigious 'Golden Peacock Innovative Product/Service Award 2014' for its

newly launched 'Pranaam GVK Guest Services'.

¦ GVK CSIA received the Cargo Recognition Award from Swiss World Cargo for its Swiss Air Mumbai

Airport station.

¦ GVK CSIA received the “Winner – Cargo Airport of the Year” for the 2nd Consecutive year by Stat

Trade Times in the Air Cargo India convention 2016 held at Mumbai.

¦ GVK CSIA received the “Winner – Air Cargo Terminal of the Year” by Economic Times Logistics

Awards.

¦ GVK CSIA received the “Winner – Excellent in Air Cargo Community” for the 4th Consecutive year by

Air Cargo Agents Association of India in 42nd ACAAI convention held at Ho Chi Minh City.

Award to Top Management

Mr. R.K.Jain, CEO, GVK MIAL was conferred with the 'Best CEO with HR Orientation Award' at the 6th Asia's Best Employer Brand awards.

Certifications

¦ ISO 9001:2015 (Quality Management System)

¦ ISO 10002:2004 (Customer Handling System)

¦ ISO 14001:2015 (Environmental Management System)

¦ ISO 14064:2006 (GHG Accounting)

¦ ISO 50001:2011 (Energy Management System)

¦ OHSAS 18001:2007 (OHSAS)

¦ ISO 22301:2012 (Business Continuity Management System)

¦ ISMS 27001:2013 (ISMS)

¦ ISO 39001 (Road Traffic Safety Management)

¦ OHS – 5 Star Rating and Sword of Honour

114

Mumbai International Airport Pvt. Ltd.Chhatrapati Shivaji International Airport

1st Floor, Terminal 1B, Santacruz (E), Mumbai 400 099, India

ABSENCE

NEUTRAL

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CHLORINE

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For more information on our sustainability practices and the report, contact:Mr. Shailendra Joshi,

DGM - Corporate Environment and Sustainability

E-mail: [email protected]

the sustainability report 2016chhatrapati shivaji international airport (csia) is considered to be...

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