LEAP INTO THE FUTURE

BRIGADE GROUP
Sustainability Report
GRI & BRSR
2021-22
A
Annual Sustainability Report 2021-22
 Shot on-site: Brigade Laguna
B C
Annual Sustainability Report 2021-22
 Contents
Executive Summary ......................................................... 02
05 Performance ....................................................... 66
01 Report Overview .................................................. 04
About the Report Business Performance

Reporting Framework Economic Highlights

Scope and Boundary
06 Planet .................................................................. 72
02 About Brigade Group ............................................ 10 Overview
Sustainability Highlights Materials & Waste
Our Vision, Mission and Values Energy & Emissions
Message from the Chairman Water Management
Corporate Governance
Air Emissions & Noise Levels
Board of Directors
Biodiversity
Board Committees & Org Structure
Environmental Compliance
Policies
Risk Management Framework
Principles
07 People ................................................................. 138
Overview
Memberships & Associations
Employee Data
Awards & Recognitions
Employee Engagement
03 Materiality ............................................................ 39 Training & Development

Stakeholder Engagement OHS

Material Topics Suppliers

Management Approach Customers

Community

04 Products & Services .............................................. 50

Overview 08 GRI Index / Sector- Specific / BRSR...................... 218
Real Estate (Property Development) GRI Index (Standards & Sector-Specific)
Lease Rentals (Property Management) BRSR Index
D Hospitality Annual Sustainability Report 2021-22
01
 EXECUTIVE SUMMARY

Brigade Group is India’s leading property developer with over three decades of expertise in building Corporate Governance: We continue to strengthen the policy implementation framework. In adherence to
positive experiences for all its stakeholders. ‘Brigade Group’ refers to Brigade Enterprises Ltd (BEL), the the corporate governance requirements as per SEBI, we are mapping details of the organization and value
listed entity’s subsidiaries and associated companies. chain for BRSR reporting.

Stepping up for ESG (environment, social and governance) disclosures, we have included Sector-Specific Business Growth and Profitability: FY 2021-22 was a recovery period from the pandemic, and we have
disclosures for the construction and real estate sector in this fourth Sustainability Report, over and above achieved the highest ever pre-sales in our real estate development sector.
GRI Standards. In addition, it includes ESG disclosure requirements, known as Business Responsibility and
Sustainability Reporting (BRSR), mandated for the top 1000 listed entities as per Securities and Occupational Health and Safety: With ISO 45001:2018 management systems in place, we have achieved the
Exchange Board of India (SEBI) Regulations. consistent result of Zero fatality across all our project sites. A well-driven health and safety system with strict
protocols for CoVID appropriate behaviour has helped us achieve consistent results with respect to health
This sustainability report discloses the ESG performance of the Brigade Group and its subsidiaries under the and safety.
three verticals, Real estate (Property Development), Lease Rentals (Property Management) and Hospitality
segment for all locations. The data represented in the report is consolidated at the Group Level for the Employee Engagement and Diversity - Our current Board diversity is at 30% and employee gender diversity
environment, social, governance and financial/economic parameters, while the at 20%. Our employee engagement programs and good governance practices have helped us secure the
disaggregated data, is also disclosed for transparency. ‘Great Place to Work’ certification for the 12th consecutive year.

In the previous year, we conducted an elaborate stakeholder consultation that revealed material areas Suppliers - The construction and real estate business is a highly resource-intensive industry. In the reporting
important for all stakeholders and management. We continue to focus on these strategic areas while year, we have sourced about 40% of the input materials directly from small suppliers and (MSME) companies.
tracking all other ESG indicators. Identified material areas are Climate Protection, Biodiversity, Water and Across our project locations, about 60% of the input materials are sourced locally, within the district or
Wastewater; Corporate Governance, Business Growth and Profitability, Ethics & Integrity and Human neighbouring districts.
Rights. In this report, metrics are shared for all material strategic indicators and tactical indicators.
Customers – A strong CRM function along with the Customer Care Services (CCS), Estate Management
Key highlights of the reporting period are as follows: (EM), Sales departments and Brigade Plus makes sure that we engage with our customers responsibly and
efficiently while handling the customer queries. In the reporting period, we introduced Qwikspec app for
Climate Protection (Energy & Emissions): Continuing our work on Climate protection, our focus remains ease in customer handover.
on reducing emissions and developing resilient infrastructure. Our overall electricity consumption from
renewable sources was 21 % during the reporting period, We have installed an onsite solar capacity of 260 CSR: Our social contribution continued in the identified environmental and social initiatives, with total
kWp and 1213 kWp in our World Trade Center, Chennai and Brigade Tech Gardens, Bengaluru respectively. spending of INR 643 lakh on socio-cultural and environmental projects.
We continued to innovate around pre-fab structures and digitization.

Biodiversity: 60,000+ trees were planted across our projects, increasing the green cover in the urban The focus on ESG is advancing, and efforts are made to move towards a more inclusive and resilient
landscapes. To reduce embedded emissions in projects, we created project-based plant nurseries so that organization. The way forward for Brigade is to set targets for the future in the coming year and continue to
transport emissions for plants are reduced. It also helps develop the unique plant mix required for the work on achieving those targets in this decade.
specific site.

Water and Wastewater: In line with the Group’s philosophy to conserve water, we have taken several new
initiatives in the reporting period for efficient water management, such as ‘WeGOT’- smart water flow
measurement, triple plumbing system, ECOSTP for wastewater recycling and rainwater harvesting. These
new initiatives are being implemented on a trial basis in select projects and based on the success, these
will be gradually introduced to all projects.

02 03
Annual Sustainability Report 2021-22
 EXECUTIVE SUMMARY 01
REPORT OVERVIEW

About the Report

Reporting Framework
Scope and Boundary

04 05
Annual Sustainability Report 2021-22
 01 REPORT OVERVIEW

1.1 About the Report 1.2 Reporting Framework

Leap into the future – towards a sustainable tomorrow The sustainability report provides information on our Environmental, Social and Governance progress.
This report has been prepared in accordance with the ‘Global Reporting Initiative (GRI) Standards: Core
option’. The report discloses information related to the GRI G4 Sector-Specific Disclosures (Construction and
It is our collective responsibility to create a sustainable tomorrow. Construction has a long-term footprint Real Estate). As per the SEBI notification, this report also maps the BRSR requirement, mandating the top 1000
and whatever is created today has a bearing on our collective future. listed companies to follow the new reporting format on ESG parameters from 2022-23. However, the BRSR
reporting for the current reporting period is voluntary. We have disclosed the essential indicators against the
Our sustainability journey and the progress with respect to ESG are disclosed in the sustainability report, nine principles of the National Guidelines on Responsible Business
which helps us, and our stakeholders know about the impact of our work and evolve new strategies to take Conduct (NGBRCs).
the challenges head-on. This is Brigade Group’s fourth sustainability report and the journey progressed from
a basic sustainability report to a full GRI Standards-aligned Sustainability Report. This year we have disclosed We conducted a detailed materiality assessment for the previous reporting period and have continued the
sector-specific indicators for construction and Real Estate, as also the BRSR indicators. work on the same material areas for the current reporting period. The report provides progress for each
material area compared to the previous year, wherever applicable.
As a responsible organization, we adopt the business strategies and activities that meet the organization’s
and its stakeholder’s needs, sustaining and enhancing the human and natural resources that will be needed
in the future. Our report, Leap into the future is about being diligent today while keeping the best interest of
future generations always at the forefront. Continuing to work on energy, emissions, water and biodiversity,
we have worked on resource optimization across verticals. We use digital and technological advancements
to deliver state-of-the-art products and services to our customers.

Artist's impression: Brigade Padmini Tech Valley

06 GRI 102-45, 46, 50, 51, 52, 53, 54 07

Annual Sustainability Report 2021-22
 01 REPORT OVERVIEW

1.3 Scope and Boundary

This sustainability report discloses the ESG performance of the Brigade Group and its subsidiaries in the
three verticals – Real Estate, Lease Rental, and Hospitality segments- for all locations.
BRIGADE GROUP
The Real Estate segment deals with construction activities such as residential, commercial and mixed-use projects ✓ -
for the Group under various subsidiary companies. Under the GRI framework, sector-specific disclosures, the ✓ ✓ ✓
✓ ✓
real estate segment correlates with the Property Development category. ✓
✓ ✓

SRP Pros
Ventures

Augus
✓
The Lease Rental segment focuses on malls and commercial spaces and WTC. This segment is considered under ✓
✓

Bri vices

Ltd igade
Ser

ta Clu
gad Ltd

Br
the Property Management category of GRI Sector-specific disclosures. ✓

perita Ho
Ltd*
✓

eH
Br

bP
✓ iga

osp

H
The Hospitality vertical deals with clubs, convention centres and hotels owned by the Group and operated by ✓

vt Ltd
de

ote
ts

ital
En

tel
c

lV
third parties.The reporting boundary includes information for the Group and all the entities that form a part ✓ te oje

ity
rp Pr ✓

en
ris
s&

tur
of its consolidated financial statements, with exclusions for certain indicators, wherever applicable, clearly ✓ es
de

es
Briga Ltd ra ✓
defined. The detailed boundary is clearly defined for each indicator in the respective chapter. T
de Te TC **
✓ trarc
h Pv HOSPITALITY W t Ltd
t Ltd SERVICES Pv erty ✓
The reporting period for the report is April 1, 2021, to March 31, 2022, and the baseline year is 2019-2020. i o n Prop t Services
- O r en
agem
Legend Brigade Estates & Man d** ✓
Lt
χ Projects Pvt Ltd *
Residential Brigade In
REAL ESTATE / novations
LLP
✓
✓ (Brigade
Commercial ture LEASE RENTAL REAP)*
truc χ
Hospitality I nfras td Bri
✓ ade vt L gad
Brig wer P e Pro ✓
&P
o
t Ltd per
✓ Pv Pvt ties

Offi
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Myso
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Ltd ✓

Bri pace
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elo

vt L t)

Peru
✓

gad s P
ts P ujara
v

td*

S
De

re Pr
✓

e F vt L
V

ngu
✓ BC

lex td
o
Pro ade (
✓

jects
di

ibl
✓

Rea
jec

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g
✓

Bri

Pvt L
✓

l
Ahmedabad

Pvt Ltd
Estate
and Gandhinagar χ

td
✓
χ ✓
✓ ✓
✓ ✓ ✓
✓ ✓
Hyderabad
REP
ORT BOUNDARY
Chikmagaluru Bengaluru

Mysuru
Chennai Economic Data Environmental Data Social Data

Kochi
* No current projects / developments, No Environment or Social data captured.
**During the reporting period, Orion Property Management Services Limited merged with WTC Trades & Projects Pvt Ltd.
Trivandrum

08 GRI 102-1, 2, 46 BRSR Sec A-12, 13 09

Annual Sustainability Report 2021-22
 02
ABOUT BRIGADE GROUP
Sustainability Highlights
Our Vision, Mission and Values
Message from the Chairman
Corporate Governance
Board of Directors
Board Committees & Org. Structure
Policies
Risk Management Framework
Principles

Memberships & Associations

Awards & Recognitions

10 11
Annual Sustainability Report 2021-22
 02 ABOUT BRIGADE GROUP

2.1 Sustainability Highlights

Trees Planted
(cumulative number)
Emission intensity Certified Green
(Real Estate kg CO2/sq. ft) Buildings
(number)
Renewable
energy (%age)
60,000+
1.44
Total Electricity 12 Green building

21% consumption (mWh)

certified area (Mn. Sq.ft)
OHS fatalities
(number)
Waste water
Employee training
Board Diversity Recycled (MnL)
(Total in hours)
(%age)

96,146 6.032 Zero

552 Training Upcoming
30% Recycled materials categories 32,381 projects (numbers)
(Mn T) (number)

Employees Total training

Employee Gender
(number) hours (workers)
diversity (%age)
1,000+ 5
132
1,269 Revenue
20% Hazardous waste
(%age)
5,57,773 (INR Lakhs)

3,06,551
100%
disposal

12 13
Annual Sustainability Report 2021-22
 02 ABOUT BRIGADE GROUP

2.2 Our Vision, Mission and Values

Brigade Group is India’s leading property developer with over three decades of expertise in the development
and construction sector, creating positive experiences for all stakeholders. Brigade Enterprises Ltd (BEL) is
the listed entity or the ‘Holding Company’; its subsidiaries and associate companies are collectively called
the ‘Brigade Group’. The holding company is a public company domiciled in India; incorporated on Nov 8,
1995, under the provisions of the Companies Act applicable in India with Corporate Identity Number (CIN)
To be a world-class organization in our
L85110KA1995PLC019126. The shares are listed on the National Stock Exchange of India Limited (NSE) and
Products, Processes, People and
BSE Limited and the paid-up capital is INR 230.26 Crores.
Performance.
VISION
Brigade Group developed many landmark buildings transforming the skyline of cities across India, namely
Bengaluru, Mysuru, Chikmagalur, Hyderabad, Chennai, GIFT City-Gandhinagar and Kochi. The developments
range across Residential, Commercial, Retail, Hospitality and Education sectors. Since its inception, Brigade
has completed 250+ buildings amounting to over 76+ million sq. ft of developed space across a diverse real
estate portfolio.

The registered office and the corporate address of the Holding Company is

29th & 30th Floors, World Trade Center, Brigade Gateway Campus,
To constantly endeavour to be the 26/1, Dr. Rajkumar Road, Malleswaram-Rajajinagar, Bengaluru 560 055.
preferred developer of residential, Telephone: 08041379200; Email: enquiry@brigadegroup.com
commercial and hospitality spaces in www.brigadegroup.com
the markets in which we operate without
MISSION compromising on our core values, for In the reporting period, the group continued its presence across five (5) states in India, Karnataka, Andhra
the benefit of all our Stakeholders. Pradesh, Kerala, Gujarat and Tamil Nadu. Every project site has a project office. The Group has an international
office based in Dubai, UAE (Brigade Enterprises, Dubai).

For any feedback or queries on the report (GRI/BRSR) or any aspect of our sustainability performance,
Please write to investors@brigadegroup.com

14 15
GRI 102-1, 3, 4, 5, 6, 7 BRSR Sec A 1-11, 16, 17 Annual Sustainability Report 2021-22
 02 ABOUT BRIGADE GROUP

2.2 Our Vision, Mission and Values

We believe in creating a wider impact on businesses, society and all stakeholders. We operate with the
core values: QC-FIRST, guiding us in our every interaction with all stakeholders.

BRIGADE
Q UALITY &
C USTOMER CENTRICITY

QC-FIRST
QC-FIRST

F AIRNESS
I NNOVATION
R ESPONSIBLE
S OCIALLY
T RUST
CO
R E VA L U E S

Artist's impression: Brigade Deccan Heights

16 17
Annual Sustainability Report 2021-22
 02 ABOUT BRIGADE GROUP

2.3 Message from the Chairman The financial year 2021-22 was operationally a good year as compared to the previous year which was impacted
due to the COVID-19 pandemic. We are excited to share that we have a strong pipeline of ongoing projects
equivalent to 17.4 Mn sq ft. All the business segments performed well. The residential business segment
performance was remarkable, achieving the highest ever pre-sales of 4.72 Mn sq. ft with a sale value of INR
30,227 Mn in FY22, an increase of 2 % from FY21. The Leasing and Hospitality business segments performed
better as compared to the previous financial year.

Brigade Group posted a revenue of Rs. 3,066 crores for FY 22 as against Rs. 2,010 crores in the previous year,
an increase of 52%. The Earnings before Depreciation, Interest, Tax and Amortization (EBITDA) of Rs. 833
crores in FY22 as against Rs. 532 crores in the previous year, an increase of 56%. The profit after Tax and
Minority Interest of Rs. 83 cores as against Rs. 46 crores loss in the previous year.

This economic recovery is incomplete without assuring our stakeholders about our commitment to safe-
guarding the environment, having best practices for employees and workers, and making a positive contribution
to our local communities. Through the Brigade Foundation, we continue to serve society in the areas of health
& education, and the groundwork for skill development has begun. Our team delivered remarkably, continuing
to bag the ‘Great Place to Work for the 12th consecutive year. Our board diversity remains among the highest
in the industry and we continue to find new ways to engage our employees. Our excellent safety performance
continued in the financial year and implementing ISO 45001 has helped keep safety as one of the top agendas.
Climate Protection and Water Conservation are the need of the hour.

Brigade started its reliance on renewables early on and we are continuing to enhance renewable power sourcing
for all verticals. Similarly, several projects this year are helping drive the importance of water conservation for
our team and our customers.

Looking forward, I see FY23 as a year that will have fresh starts and much of the dust will settle in the markets
that will enable us to take up new projects and continue to excel in the operational and financial performance
in all our business segments. During this year, we would be able to understand our stakeholder concerns a bit
more deeply and focus on specific areas that can help us look into the future. The focus on ESG is advancing
and efforts are made to move towards a more inclusive and resilient organization by leaping into the future
with sustainable initiatives.
Dear Stakeholders,
I take this opportunity to thank all our stakeholders for their continued overwhelming support and for being a
I am delighted to share our Sustainability Report for the financial year 2021-22 on the topics material to
part of our growth journey.
our organization and sector. The Sustainability Report is aligned with the Global Reporting Initiative (GRI)
Standards and stepping up we have also included sector-specific disclosures relating real estate sector.
The report also covers the Business Responsibility and Sustainability Reporting (BRSR) requirements of the
Securities and Exchange Board of India which is voluntary for the financial year 2021-22.

M.R. Jaishankar
Chairman and Managing Director

18 GRI 102-14 BRSR Sec B-7 19

Annual Sustainability Report 2021-22
 02 ABOUT BRIGADE GROUP

2.4 Corporate Governance

Executive Directors
Board of Directors
The corporate governance standards and practices at Brigade Group are mandated by the Securities and
Exchange Board of India (SEBI) through Regulation 15(2) of Securities and Exchange Board of India (Listing M R JAISHANKAR ROSHIN MATHEW AMAR MYSORE
Obligations and Disclosure Requirements) Regulations, 2015 ("SEBI LODR") and by the Ministry of Corporate Chairman & MD Executive Director Executive Director
Affairs through the Companies Act, 2013. The corporate governance policies ensure transparency in
operations, timely disclosures and adherence to regulatory compliances.

Brigade Group has a balanced Board comprising Executive Directors and Independent Directors. There are
no changes on the Board as compared to last year. During the reporting period, six (6) meetings of the Board
were conducted. The Board guides the management on its strategic direction and oversees the actions and PAVITRA SHANKAR NIRUPA SHANKAR
results to ensure that all stakeholders' objectives are met. The Board members are diversely qualified and Executive Director Executive Director
experienced with demonstrated contributions to the Group's overall progress and growth. The table below
specifies the focus areas of expertise of individual Board members. However, the absence of a mark against a
Independent Directors
member's name does not necessarily mean the member does not possess the corresponding skill.

LAKSHMI Dr. VENKATESH

BIJOU KURIEN VENKATACHALAM PANCHAPAGESAN
Key qualifications, skills and attributes
Name of the
Director
Industrial Sales &
Finance Leadership Real Estate Technology
Development Marketing

Mr. M. R. Jaishankar ✓ ✓ ✓ ✓ ✓ ✓

Mr. Roshin Mathew ✓ ✓ ✓ ✓ - ✓ PRADEEP KUMAR AROON RAMAN

PANJA
Ms. Nirupa Shankar - ✓ ✓ - ✓ ✓

Ms. Pavitra Shankar ✓ ✓ ✓ ✓ ✓ ✓ Board Member Age Board Member Category

Mr. Amar Mysore ✓ ✓ ✓ ✓ ✓ ✓ 30%
Executive Directors
Mr. Aroon Raman ✓ ✓ - ✓ ✓ ✓ 30% 50% Independent Directors
30% 50%
Mr. Bijou Kurien ✓ ✓ ✓ ✓ ✓ ✓ 10%
Ms. Lakshmi Venkatachalam ✓ ✓ ✓ ✓ - ✓

Mr. Pradeep Kumar Panja ✓ ✓ - - ✓ ✓

Dr. Venkatesh Panchapagesan ✓ ✓ ✓ - - ✓

< 45 yr 45 - 55 yr 55 - 65 yr >65 yr
20 21
GRI 102-14 BRSR: Sec A -19 Annual Sustainability Report 2021-22
 02 ABOUT BRIGADE GROUP

2.4 Corporate Governance Policies: ∞ Board Diversity Policy

Board Committees & Organizational Structure ∞ ESOP Disclosure

Brigade Group has a Code of Conduct that
The committees at the Board level are the Audit Committee, Nomination & Remuneration Committee, helps maintain a high standard of ethics ∞ Remuneration Policy
Corporate Social Responsibility Committee, Stakeholders Relationship Committee Risk Management for the Company employees. The code lays
Committee and Committee of Directors. The Board of Directors and the committees are responsible for down the guidelines of conduct that are ∞ Corporate Social Responsibility Policy
the overall corporate governance practices at Brigade Group. Details of the constitution of the committee, expected to be followed by all employees, ∞ Risk Management Policy
role and responsibilities of each of the Committees, with particulars of meetings held and attendance of including Directors and the senior
the members at such meetings, are given in the Corporate Governance Report forming part of the Annual management employees, in their business ∞ Dividend Distribution Policy
Report for the year ended March 31, 2022, available on our website www.brigadegroup.com. In addition to the Code of Conduct, we ∞ Policy for determining Material Subsidiaries
have the following policies updated on our
website: ∞ Whistle Blower Policy
Audit Committee https://www.brigadegroup.com/investor/
∞ Policy on Related Party Transactions
corporate-governance/policies.
In addition to the Code of Conduct, we ∞ Fair Disclosure Policy
Nomination & Remuneration Committee have the following policies updated on our
∞ Code for Prevention of Insider Trading
website:
Corporate Social Responsibility Committee https://www.brigadegroup.com/investor/ ∞ Policy for Preservation and Archival of documents
BOARD LEVEL corporate-governance/policies dealings
COMMITTEES and particularly on matters relating to ∞ Policy for Determination of Material Events
Stakeholders Relationship Committee
integrity at the workplace, in business
∞ Code of Conduct
practices and in dealing with stakeholders.
Risk Management Committee We have adopted a Code of Conduct per ∞ Quality Policy
the terms of Regulation 17 of the SEBI
∞ EHS Policy
(LODR) Regulations, 2015.
Committee of Directors
∞ Privacy Policy

∞ Policy against Sexual Harassment

Chairman & Managing Director

Residential Commercial Retail Hospitality Engineering Business Finance & Internal Audit Secretarial HR & Admin Chennai Hyderabad
Development Accounts

CEO - COO - COO - CEO- PE & Executive Sr. VP - Chief Financial Head – Compliance Head – HR & COO- Chennai PE & Executive
Residential Commercial Retail Hospitality Director Legal Officer Internal Audit Officer Admin Operations Director
COO- VP - New VP -
CSO Projects Projects Hyderabad
Head - Design
Management
22 GRI 102-16, 18 23
Annual Sustainability Report 2021-22
 02 ABOUT BRIGADE GROUP

2.4 Corporate Governance

Risk Management Framework

The Board oversees the risk management programme and approves the Company’s risk appetite, ERM
policy, processes and accountabilities. Based on the Board recommendations, a Risk Management Committee
is constituted with defined roles and responsibilities for the members. Board has delegated monitoring and
reviewing the risk management plan to the Risk Management Committee.

The objectives of the Risk Management Committee are:

Governance and Culture
• To establish a risk policy for the Company

• To oversee and review the implementation of risk management and internal control systems Strategy & Objective Setting
• To establish policies to monitor and evaluate the risk management systems in the Company from time Risk
to time
Management Performance
• To identify, assess and mitigate the existing as well as potential risks to the Company and to recommend
strategies to the Audit Committee/ Board to overcome them
Framework
• To review the internal control systems based on internal audit exercises done by the external auditors
and the internal auditors in the Company from time to time Review & Revision
• To review the reports, develop and implement action plans to mitigate risks
Information, Communication & Reporting
• The Risk Management Committee is responsible for reviewing the risk management plan and ensuring
its effectiveness. The Risk Management Executive Committee works under the guidance of the Risk
Management Committee. The Committee comprises senior management employees across departments.
The members of the Committee designate a chairman. The chairman regulates the sessions of the
Committee and sets the agenda for Committee meetings.

24 GRI 102-11 BRSR Sec A 24 25

Annual Sustainability Report 2021-22
 02 ABOUT BRIGADE GROUP

2.4 Corporate Governance Holding, Subsidiary and Associate Companies (including joint ventures)
Principles
% of
Entities'participation in
Relationship with shares
We conduct and govern ourselves with integrity, and in a manner that is ethical, transparent and Name of the holding/subsidiary/ Business
S. No. the parent held
accountable (Principle 1, NGRBC). associate companies/JV (A) Responsibility
company by listed
Initiatives
entity
1. Our Board of Directors have rich experience in their area of specialization. During the reporting year,
site visits, workshops & training programs on various aspects of the business (Board training) were 1 Brigade Tetrarch Private Limited Subsidiary 100% Yes
organized for the Board of Directors. 2 Brigade Estates & Projects Private Limited Subsidiary 100% Yes
3 Brigade Infrastructure & Power Private Limited Subsidiary 100% Yes
2. During the reporting period, there were no fines/penalties/punishment/award/ compounding fees/
4 Orion Property Management Services Limited Subsidiary 100% Yes
settlement amounts paid in proceedings (by the entity or by directors / KMPs) with regulators/ law
enforcement agencies/ judicial institutions. 5 Brigade Hospitality Services Limited Subsidiary 100% Yes
6 SRP Prosperita Hotel Ventures Limited Subsidiary 50.01% Yes
3. No fine/penalty/punishment, hence no cases for appeal.
7 WTC Trades & Projects Private Limited Subsidiary 100% Yes
4. We have a well-defined code of conduct, code for prevention of insider trading, policy on related party 8 Brigade Properties Private Limited Subsidiary 51% Yes
transactions and whistle blower policy. All policies can be accessed at
https://www.brigadegroup.com/investor/corporate-governance/policies. 9 BCV Developers Private Limited Subsidiary 50.01% Yes
Anti-bribery and anti-corruption are covered under the code of conduct. 10 Brigade (Gujarat) Projects Private Limited Subsidiary 100% Yes

5. We had no disciplinary action taken by law enforcement agencies for bribery or corruption against any 11 Perungudi Real Estates Private Limited Subsidiary 51% Yes
of our Directors, Key Management Personnel (KMPs), Employees or Workers. 12 Mysore Projects Private Limited Subsidiary 100% Yes

6. There were no complaints regarding conflict of Interest of Directors or the KMPs. 13 Brigade Hotel Ventures Limited Subsidiary 100% Yes
14 Augusta Club Private Limited Subsidiary 100% Yes
We provide goods and services in a manner that is sustainable and safe (Principle 2, NGRBC).
15 Tandem Allied Services Private Limited Associate 37% Yes
1. There were no R&D and capital expenditure (CAPEX) investments in specific technologies to improve 16 Brigade Flexible Office Spaces Private Limited Subsidiary 100% No
the environmental and social impacts of products and processes made by the entity.
17 Celebrations Private Limited Subsidiary 100% No
2. We follow sustainable sourcing through the work contracts specified for each supplier. However, we do 18 Vibrancy Real Estates Private Limited Subsidiary 100% No
not have a sustainable sourcing policy in place. 19 Venusta Ventures Private Limited Subsidiary 100% No

3. As a real estate developer and property management service, our products and services are about 20 Zoiros Projects Private Limited Subsidiary 100% No
creating spaces and managing them. Hence, reclaimed and recycled materials are used for making 21 Brigade Innovations LLP LLP 95% No
products; however, disposing at the end of life, is not applicable to us.
22 Propel Capital Ventures LLP LLP 100% No
4. Extended Producer Responsibility (EPR) is not applicable to our business activities. 23 Prestige OMR Ventures LLP Associate LLP 30% No
24 Tetrarch Developers Limited Subsidiary 100% Yes

26 27
GRI 102-45, 46 BRSR Sec A: V-21; Sec C- Pr.1, 2 Annual Sustainability Report 2021-22
 02 ABOUT BRIGADE GROUP
2.4 Corporate Governance
Principles
We respect and promote the well-being of all employees, including those in our value chains (Principle 3) Grievance Redressal mechanism

Accessibility of workplaces Making the workplace positive and spreading positivity is our highest priority. We believe in redressing any
Our office spaces are built keeping in mind differently-abled employees and workers. The spaces are designed grievance escalated by an employee, properly and promptly. Grievances in the workplace could lead to a
and constructed as per the requirements of the NBC, considering all the requirements and arrangements for negative environment. Hence, we at Brigade believe it is important to have a proper redressal system in
people with disabilities as per the PWD Act 2016. place.

Equal opportunity policy We provide open avenues for employees to share experiences about their job or how he/she feels about the
Brigade is an equal opportunity employer. We do not discriminate against employees/candidates based on management policies, and procedures and ensure every employee has a voice and feelings are expressed by
gender, caste, race, colour, religion, sexual orientation or expression, pregnancy, age, nationality, disability, the employee and brought to the notice of the management for corrective action. This has been an integral
etc. Performance and merit are the only parameters for the selection, and equal opportunities are part of our journey.
provided.
We have put in place a full-proof mechanism to address the grievances, and a mechanism, to resolve these
Real Estate has traditionally been a male-dominated industry due to the laborious site work. At Brigade, we in a time-bound manner. We have the following initiatives as a mechanism to understand and hear from
are making all possible efforts to create an inclusive environment and provide equal opportunity to all those employees.
interested to work in this industry based on their skill sets. As of this year, our gender ratio stands at 80:20
(Male: Female). We have initiated additional measures to ensure the workplace is easily accessible to the
differently-abled, which helps them to contribute efficiently. The senior management has a deep-rooted 1. Write @ CMD: one-on-one with our CMD.
commitment to create an inclusive environment throughout the workforce. Some steps that we have taken
at Brigade, include: Encourage diverse pools of talent 2. Skip Manager Meeting: A way to create a stronger bond with employees at all levels.

• Have an inclusive interview process – do away with any chances of bias and have a diverse interview 3. HR CONNECT Zonal HR: “Every good conversation starts with listening”- A platform to listen to
panel employee concerns.
• Choosing the right tools to support recruitment and onboarding
• Adopt relevant facilities to assist the differently-abled 4. Whistle-blower @ Brigade: an opportunity for all to blow the whistle and raise their voice.
• Special focus on enhancing gender ratio
5. Criss-cross Connect: Leaders Connect and communicate with cross-functional teams for a PURPOSE.
We do not have an explicit policy for the same, however, some of our other policies cover inclusion and
fair practices for all, and we encourage and ensure that we abide by the rules and regulations set by the 6. KAFFEEKLATSCH: A lot can happen over a cup of coffee
authorities.
7. Ear to the ground Policy : An opportunity for the employee to stand up against anything harmful”
The following steps are adopted for effective grievance handling:
• Enable employees to air their grievance
• Clarify the nature of the grievance
• Investigate the reason for the dissatisfaction
• Help in finding a speedy resolution
• Inform the employees about their right to escalate the grievance to the next level, in the event of
an unsuccessful resolution

28 BRSR Sec A: V- 21 29
Annual Sustainability Report 2021-22
 02 ABOUT BRIGADE GROUP

2.4 Corporate Governance

Principles

Complaints/Grievances on any of the principles

(Principles 1 to 9) under the National Guidelines on FY 2021-22 FY 2020-21
Responsible Business Conduct
Number of
Stakeholder Number of complaints
Number of complaints Number of complaints
S. No group from Grievance Redressal complaints filed
pending resolution Remarks pending resolution Remarks
whom complaint Mechanism Status filed during the during the
at close of the year at close of the year
is received year 2021-22 year
2020-21

The company has appointed RTA for investor-re-

lated issues. Complaints are being monitored by
All complaints
1 Investors Yes 34 Nil 38 Nil the Secreterial Department. Complaints are placed
were resolved
before Stakeholder Relationship Committee on a
Periodic basis.

2 Regulatory - Nil Nil Nil Nil

'hereforyou' - customer
connect platform is used by customers for reaching
out. This app serves as a medium for any issue,
21 17
3 Clients Yes 49* 39 query, appreciation or complaint. Currently, the
system does not differentiate complaints
separately.

Nil Nil
4 Employees Yes Nil Nil
Project-level concern
Nil Nil
resolutions happen on a regular basis
5 Contractors Yes Nil Nil

Project-level concern
Nil Nil
6 Suppliers Yes Nil Nil resolutions happen on a regular basis

* Includes 17 outstanding complaints from last year

30 31
BRSR Sec A: VI: 23 Annual Sustainability Report 2021-22
 02 ABOUT BRIGADE GROUP

2.4 Corporate Governance

Principles
We look after our employees and workers, including them in all health, safety and well-being initiatives. We respect and promote human rights (Principle 5).
We do not have any employee unions.
1. Training was conducted in the areas of code of conduct, and sexual harassment in the areas of Human
We conduct regular performance and career development reviews for our employees and workers. In the Rights during the reporting period. This training is mandatory for all employees and workers. For
reporting period, 87% of male and 82% of female employees received performance reviews, whereas, in the training details please refer to the People chapter.
previous year, it was 91% for males and 84% for female employees.
2. All our employees and workers are paid remuneration equal to or more than minimum wages as the
case may be.

3. Details of remuneration of BoD and KMPs are listed in the annual report accessible on our website.
Number of Complaints on the following made by workers: www. brigadegroup.com

4. We have a whistleblower policy, and the whistleblower committee looks after any violations that is
Number of brought to the notice of the committee. Safety violations are taken care of by the safety committee.
Current Financial Year (2021-22) Previous Financial Year (2020-21) Most of these committees have Board level traction. The HR department is the designated focal
Complaints
on the point responsible for addressing any sort of Human Rights-related concerns and impacts.
Pending Pending
following
Filed during resolution at Filed during resolution at 5. Internal mechanisms are in place to redress grievances related to human rights. We have mandatory
made by Remarks Remarks
the year the end of the year the end of training for all employees on the Code of Conduct and Prevention of Sexual Harassment.
workers:
the year the year
Working 6. We have had no complaints from employees and workers with respect to Human Rights.
36 Nil All complaints 23 Nil All complaints
Conditions
have been have been 7. There is a clearly defined procedure captured in both the Whistleblower policy and the Policy
Health & resolved resolved
31 Nil 17 Nil against sexual harassment to prevent adverse consequences to the complainant in discrimination and
Safety
harassment cases. As regardless of the outcome of the complaint made in good faith, the employee
lodging the complaint will be protected from any form of retaliation. No discrimination, harassment or
any other unfair employment practice like a threat, intimidation, transfer, demotion, refusal of
promotion etc. are adopted against the complainant. There is also awareness created among employees
for reaching out directly to the CMD when in need.

8. Human Rights requirements are part of all our work contracts with external agencies.

9. In the reporting period, our Real Estate, Leasing and Hospitality segments are assessed periodically
by the Department of Labour, State Fire & Emergency Services, State Pollution Control Board (SPCB),
and Chief Electrical Inspector to Government (CEIG), etc., at different timelines.

10. There were no corrective actions required/taken or underway to address significant risks or concerns
arising from the assessments.

32 BRSR Sec A: V- 21; Sec C- Pr.5 33

GRI 102-41; 412 - 1 Annual Sustainability Report 2021-22
 02 ABOUT BRIGADE GROUP

2.5 Memberships & Associations

We engage in influencing public and regulatory policy in a responsible and transparent manner Name of the trade and industry Reach of trade and industry chambers/
S. No.
(Principle 7). chambers/ associations associations (State/National)

1 Confederation of Indian Industry (CII) National

As a responsible business enterprise, we engage in influencing public and regulatory policy through our
affiliations and association with the leading trade and industry chambers in the country. We regularly interact 2 National Safety Council (NSC) National
with the industry association and regulatory authorities, in a responsible and transparent manner, to share
the expertise that we bring to the association and advocate for any policy-level intervention. 3
Confederation of Real Estate Development
National
Association of India (CREDAI)
Memberships 4 Bangalore Chamber of Industry & Commerce State
•Confederation of Indian Industry (CII) •Institute of Directors
•Great Places To Work (GPTW) -Best Employers Club •National Safety Council (NSC) Federation of Karnataka Chamber of
5 State
•Quality Circle Forum Of India (INSTRUCT) •Indian Green Building Council (IGBC) Commerce & Industry

6 Federation of Indian Export Organisation National

7 Export Promotion Council for EOUs and SEZ National

Associations 8 World Trade Centers Association, New York International

• Confederation of Real Estate Developers Association • Federation of Karnataka Chamber of Institute for Research Development &
of India (CREDAI) Commerce & Industry 9 Training of Construction State
• Rustomjee Academy – Vocational training for Laborers • Federation of Indian Export Organisation Trades & Management (INSTRUCT)
at Site under PMKVY. • Export Promotion Council for EOUs and SEZ
• Institute For Research Development & Training of • World Trade Centers Association, New York
Construction Trades & Management (INSTRUCT) for
organising Civil and MEP-related training
• Bangalore Chamber of Industry & Commerce

In the reporting period, we have had no cases for which corrective action had to be undertaken on any
issues related to anti-competitive conduct by the Brigade Group, based on adverse orders from regulatory
authorities.

34 GRI 102-13 BRSR Pr.7; 1-a, b; 2 35

Annual Sustainability Report 2021-22
 02 ABOUT BRIGADE GROUP

2.6 Awards & Recognition

• ESG INDIA LEADERSHIP AWARDS
• CONSTRUCTION WORLD STALWARTS OF SOUTH AWARD To Brigade Enterprises Ltd. for Leadership in green products & services, Presented by Acuite &
BRIGADE GROUP

by CW design-build conclave, for our contributions towards strengthening the built environment. ESG Risk

REAL ESTATE
• BEST DEVELOPER IN RESIDENTIAL SECTOR AWARD • 13+ REALITY CONCLAVE EXCELLENCE AWARD
by CIA World To Brigade Enterprises Ltd., commercial project of the year for WTC, Chennai.

• SAFE PLACE TO WORK CERTIFICATION • CII-SR EHS EXCELLENCE AWARD 2020-21 (GOLD AWARD)
for creating a safe and harmonious workplace To Brigade Enterprises limited: Brigade Citadel Projectfor excellence in EHS practice and
sectoral second topper in construction
• GREAT PLACE TO WORK FOR WOMEN
by Great Place to Work Institute • CII-SR EHS EXCELLENCE AWARD 2020-21 (BRONZE AWARD)
To Brigade Infrastructure and Power Pvt Ltd. - Brigade Twin Towers Project for their commitment
to EHS practice

• BEST COMPANIES TO WORK FOR AWARD

To Brigade Enterprises Ltd. by The Economic Times

36 37
GRI 102-13 Annual Sustainability Report 2021-22
 02 ABOUT BRIGADE GROUP

2.6 Awards & Recognition

• GREAT MID-SIZE WORKPLACES AWARD

HOSPITALITY

To Brigade Hospitality Services Limited, ranking 1st in India

• ASIA’S BEST WORKPLACE AWARD

To Brigade Hospitality Services Limited, ranking 4th in Small and Medium Workplaces in Asia

• INDIA’S BEST LEADERS IN TIMES OF CRISIS

To Mr Vineet Verma, Brigade Hospitality Services Limited

Artist's impression: Brigade Laguna

38 39
GRI 102-13 Annual Sustainability Report 2021-22
 03
MATERIALITY

Stakeholder Engagement
Material Topics
Management Approach

40 41
Annual Sustainability Report 2021-22
 03 MATERIALITY

3.1 Stakeholder Engagement

We conducted an elaborate stakeholder engagement and materiality analysis in the previous year. The We started with identifying Material topics, identifying stakeholders, stakeholder consultations and
material topics that emerged as high priority remain our focus for the reporting year. The rationale for materiality analysis. The stakeholder engagement exercise is mentioned in detail in our previous SR
identifying the material areas through an extensive stakeholder engagement is to arrive at strategic areas (FY2020-2021)
that present risks or opportunities for the business.
Indicate whether
Material Issue Financial implications of the risk or opportunity
S. No risk or Rationale for identifying the risk or opportunity In case of risk, approach to adapt or mitigate
identified (Indicate positive or negative implications)
opportunity

By adopting energy-efficient construction to limit damage to the ecosystem

and reduce the use of natural resources like energy, land, water, and raw
Climate Short term financial investment can provide long
materials. Reducing energy consumption is crucial because it means fewer
Protection, Risk and High on Stakeholders’ and management priority, climate change poses both term financial rewards
emissions of greenhouse gases, a known cause of global warming. The
1 Energy and Opportunity transitional and physical risk, however, it is also an opportunity to build Low financial implications, but investment in right
conservation of Energy and Water, and the protection of the
Emissions resilient products and organization technologies will be rewarding for long term
environment – air, water & Land from pollution – is an integral part
of Design and Development.

1. By adopting in-house sewage treatment & recycling for flushing and

gardening through well-designed STPs
2. By installing well-designed rainwater harvesting and groundwater recharge
Water and facilities
As water scarcity is estimated to be increasing with urban demand rising, Low financial implications for investing in
2 Wastewater Risk 3. By Installing IoT-based smart flow meters to monitor the consumption and
High on materiality by management and stakeholders. c reating high traction on ethics and integrity.
losses to take required corrective action on time.
4. By installing flow water fixtures to reduce the consumption and losses.
5. By installation and use of waterless urinals to reduce the freshwater
consumption

Ethics and Low financial implications for investing in

3 Integrity Opportunity High on management and stakeholders ‘priority creating high traction on ethics and integrity.

Corporate Low financial implications for investing in

Opportunity
4 Governance High on management and stakeholders’ priority creating high traction on ethics and integrity.

Business Growth
Opportunity Positive financial implications for growth
5 and Profitability High on management and stakeholders’ priority

6 Biodiversity Opportunity High on management and stakeholders’ priority Low financial implications

High on management and stakeholders' priority High financial implications due to

7 Human Rights Risk Trainings and awareness, due diligence
reputational risk

42 43
GRI 102-40, 42, 43, 44, 47 BRSR Pr. 4-1; Sec A:24 Annual Sustainability Report 2021-22
 03 MATERIALITY

3.1 Stakeholder engagement

We respect the interests of and are responsive to all our stakeholders (Principle 4).

How we engage with

Engagement method Frequency
stakeholders
Board Meetings and Annual Regular, Annual
Board of Directors
General Meeting
Team building activities,
Leadership talk, Engineer’s
Meet, Surveys, Celebrations Weekly,
Employees
of festivals, Townhall Meeting, Quarterly, Annual, Need based
Mentoring and Counselling,
Training, Feedbacks
Induction program, Toolbox
Contractual Workforce Need based, Weekly,
meetings, Trainings

Government/regulatory CREDAI, CII Need based, Annual

Investors and Shareholders Annual General Meeting Regular

Vendors / Suppliers Meetings Need based and regular

Media Press Conferences, Media kit Regular

Brigade Foundation, Meetings,

Local communities and NGO Communities/NGOs
feedback,

Hereforyou, Expos & Events, Monthly, Quarterly

Customers
Meetings, Webinar, Feedback

Channel Partners Meetings, Feedback Weekly, Monthly and Quarterly

Artist's impression: WTC Annexe, Bengaluru

44 45
GRI 102-40, 42, 43 BRSR Pr.4-2 Annual Sustainability Report 2021-22
 03 MATERIALITY

3.2 Materiality Matrix

High Materiality Matrix

Area Material topics

Business Growth
& Profitability
Ethics & Integrity
Date Privacy & Corporate Governance Economic &
Climate Protection: Business Growth & Profitability
Stakeholder priority

Information Security
Energy & Emissions Governance
Materials & WasteWater & Effluents Corporate Governance
Health Safety
Employee Engagement, & Well-being Ethics & Integrity
Welfare & Retention
Customer Engagement Biodiversity Data privacy & cyber security
Human Rights Public Policy & Advocacy
Sutainable Procurement
Diversity & Equal Opportunity / Responsible Buying Community Engagement
/ Societal Impact
Marketing & Labelling

Environment Materials
Energy & Emissions
Water & Wastewater
Waste
Biodiversity
Low Business Priority High

Employee Engagement, welfare & retention

High Importance Medium Importance Diversity & Equal opportunity
Social
• Climate Protection, Energy and Emissions • Materials and Waste Health, Safety & well-being
• Water and Effluents • Health and Safety Human Rights
• Ethics and Integrity • Customer Engagement Local Communities /Societal Impact
• Corporate Governance • Employee Engagement Welfare and Retention Customer Engagement
• Business Growth and Profitability • Sustainable Procurement Marketing & Labelling
• Biodiversity • Community Engagement Sustainable Procurement / Responsible Value Chain
• Human Rights • Data Privacy & Information Security

Low Importance
• Diversity & Equal Opportunity
• Marketing and Labelling

46 47
GRI 102-44,47 Annual Sustainability Report 2021-22
 03 MATERIALITY
3.3 Management approach for high-importance material
topics
Corporate Governance
Climate Protection, Energy and Emissions

Our commitment to environmental concerns is evident in the best principle, the precautionary We adhere to all corporate governance regulations laid out by the regulatory authorities,
approach that we follow in our daily operations. We have an integrated Environmental be it our tax approach, remuneration, audits and all policies. Board oversight on critical
Management system with policies and processes to measure and reduce our environmental issues and the record of the meetings is shared in our annual reports regularly.
impact. We have so far delivered 13.52 Mn sq. ft of Green Certified buildings and are (More details in Annual Report)
pioneers in Green buildings in Southern India. By going for LEED (Leader in Energy and
Environmental Design) or IGBC (Indian Green Building Council) certifications, we ensure that
our environmental and climate impact is minimized. We have optimized energy consumption Business Growth and Profitability
in our operations owing to the best energy efficiency and conservation measures that we
follow at our projects. We will also try to reduce our dependence ongrid electricity by One of the main indicators of our economic success and shared value proposition is business
increasing the purchase of green power year on year. We use green power for our projects, growth and profitability. Whether ongoing, completed or in the pipeline, information on
Orion Mall Gateway, WTC Bengaluru, Brigade Tech Gardens, Brigade Opus and Brigade products is always transparently available on our website. We have many firsts to our
Magnum and our Hotel Projects. We have measures in place to monitor air quality at all our portfolio, and we endeavour to bring more and more sustainability into our core business
construction sites and all compliance is adhered to diligently. We will continue our efforts proposition that reflects the current needs of society
to improve our environmental performance in areas of energy and emissions to minimise
climate change impacts and work on buildings that are adapted to the emerging scenarios.
Biodiversity

At Brigade Group, we try to preserve the natural biodiversity of the project site as much
Ethics and Integrity as possible. Our approach targets the prevention of damage to biodiversity as the first
step. The next is to conserve what we can, and if we are unable to conserve, we relocate
Clearly laid out vision, shared and inclusive mission and clarity on values is the bedrock for the trees. In circumstances that relocation of a tree is not possible, we plant three trees in
promoting a culture of responsibility, equity and fairness. These values are translated into place of one. The third approach is to enhance biodiversity through proactive afforestation
systems, procedures through policies and careful monitoring of those policies, systems and and reforestation measures. The objective to create ‘Urban Forests’ using the Miyawaki
standards. Any diversion from the code of conduct has implications. We strive to be the method to increase the green lung spaces in our cities. Our ‘Urban Forest’ initiative aims
benchmark in ethical conduct and integrity whether communications with our investors, to develop dense mini forests.
partners, customers, value chain and employees.

Human Rights
Water and Effluents
We have implemented inclusive policies for women and other vulnerable groups. We protect
The construction sector is highly dependent on water and as much as possible, we try the rights be it labour conditions on work timings, forced labour, child labour etc. We do
to reduce our water consumption. We use innovative ways to reduce water usage by realise that every supply chain at the rear end can have blind spots. It is our responsibility
minimising wastage. During the construction stage, we use curing agents to minimise water to identify those areas and iron those out for equity and fairness as reflected in our values.
consumption. We have STP at our project sites and use recycled water for landscaping, We work with established suppliers who have human rights practices embedded in their
vehicle washing and dust suppression activities in the project sites. We have rain-water core business proposition, but not all the supply chains in the Construction Industry follow
harvesting measures to recharge the groundwater table. It is imperative to operate the same standards. There is more work required in this area to create awareness and set
responsibly to have minimal impact on the environment. measurable targets for improvement

48 49
GRI 102-1, 2, 3 Annual Sustainability Report 2021-22
 04
PRODUCTS & SERVICES

Overview
Real Estate (Property Development)
Lease Rentals (Property Management)
Hospitality

50 51
Annual Sustainability Report 2021-22
 04 PRODUCTS & SERVICES

4.0 Overview

The Brigade Group was established in 1986 and is today one of India’s leading real estate developers.
Since its inception, the Group has completed over 250 buildings, up to 76+ Mn. sq ft of developed space in
residential, office space, retail and hospitality sectors. The Group has three different verticals-Real Estate Legend
(Property Development), Leasing (Property Management) and Hospitality. The iconic buildings that the Group
developed have transformed the skylines of the cities across India, including Bengaluru, Mysuru, Hyderabad, Residential
Chennai, Kochi and Ahmedabad with developments across the Residential, Offices, Retail, Hospitality and
Education sectors. The status of Brigade Projects during the reporting period is shown below: Commercial
Hospitality
Project Status

14
Ahmedabad
and Gandhinagar

15
4
Hyderabad

2 6
Chikmagaluru Bengaluru
1
15 Chennai
13 Mysuru
2
10
5 1
Kochi
Completed / Ready to On-going New launch Design Stage Trivandrum
Operational move-in / fit-out

Lease Rental Hospitality Mixed-use Commercial Residential

52 53
GRI 102- 4 Annual Sustainability Report 2021-22
 04 PRODUCTS & SERVICES

4.0 Overview
Details of business activities (accounting for 90% of the turnover)

S. No. Description of the Description of business activity % of turnover

main activity of the entity
Brigade Group under the Real Estate (property
Real Estate development) vertical is involved in the
1 75%
(Property Development) construction of residential, commercial
and mixed-use projects.
Under the Lease Rentals (Property
Management services), the group has retail
Lease Rentals
2 space (Malls & Commercial) rented or leased 19%
(Property Management)
out to 3rd parties. The Group is responsible for
the management of the property
In the hospitality sector, we have constructed
the buildings and leased them to a few leading
3 Hospitality names in the hotel industry to run the 6%
hospitality business. This includes our clubs,
Artist's impression: Brigade Gem
and convention centres.
Products/ Services sold by the entity (accounting for 90% of the entity’s turnover)

S. No. Product / service NIC code % of total turnover

1 Real Estate 45201 75%

2 Lease Rentals 70106 19%

3 Hospitality 55101 6%

Gross lettable area for assets under construction and management

Gross lettable area for assets Gross lettable area or assets under
under construction ( Mn sq. ft) management (Mn sq. ft)
Share of saleable area 14.07 Leasable area 8.7

Sold till date 8.62 Leased 6.22

5.45 Hard option 0.37
Vacancy rate (to be sold) (38%) Vacancy rate
Artist's impression: Brigade Bricklane 2.11 (24.2%)
(To be transacted)
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 04 PRODUCTS & SERVICES

4.1 Real Estate (property development) Commercial Projects :

The Real Estate (property development) vertical of Brigade Group comprises eleven (11) subsidiary In the commercial projects segment, Brigade Group offers office space with an excellent workspace
companies all involved in real estate construction activity for residential, commercial and mixed-use buildings. environment, catering to both small and large businesses. We believe in creating a lively workplace for
Headquartered in Bengaluru, our project locations are Chennai, Chickmagalur, Hyderabad, Mangalore, and the occupants. Our buildings are designed as per the National Building Code of India (NBC) and Karnataka
Mysuru. Building by-laws. Most of our office buildings are LEED (Leaders in Energy & Environmental Design) or IGBC
(Indian Green Building Certification) certified, the most widely used green building rating system globally. We
Residential Projects: adopt sustainable construction methods for better energy usage and water conservation. All our buildings
are state-of-the-art and are offered on a built-to-suit and ready-to-occupy basis. They are in the prime
Our residential portfolio includes villas, villaments, penthouses, premium residences, luxury apartments, commercial, business and IT localities.
value homes, urban studios, independent living for seniors and mixed-use developments. During the
reporting period, we had five (5) new residential launches, of which two (2) are in Bengaluru and three (3) Our commercial projects include Brigade Triumph, Brigade Deccan Heights, Brigade Tech Gardens, World
are in Chennai. The new project launches are Goldspire and Ivory at Brigade Orchards Bengaluru, Bonito, Trade Centre etc. We have commercial office space operational in Ahmedabad (1), Bengaluru (11), Chennai
Destino and Celeste at Brigade Xanadu, Chennai. (1), Kochi (1) and Mysore (1). In the reporting period, we have six (6) commercial projects ongoing. in

Brigade Buena Vista (phase -3), at Bengaluru, is at the design stage and soon construction will begin. We
have nine (9) projects ongoing in Bengaluru, two (2) in Mysuru and one (1) each in Chennai and Hyderabad. Commercial Project Status (Numbers)
About ten (10) projects in Bengaluru are ‘ready to move in’.
1
Residential Project Status (Numbers)
6
1

9 11

1 1 1 1

Ahmedabad Bengaluru Chennai Kochi Mysuru

10
Operational Ongoing Ready for fit-out

Upcoming Launches
8 3 2
Segment Total Area (Mn.sft) Brigade Economic Interest (Mn.sft)
1 1 1 1 3 Residential 8.34 5.91
1
Bengaluru Chennai Chickmagalur Hyderabad Mangalore Mysuru Leasing 2.03 1.20
Total 10.37 7.11
Design Stage New-launch Ongoing Ready to move-in Completed

56 57
GRI 102-4 BRSR Sec A: II; 14, 15 Annual Sustainability Report 2021-22
 04 PRODUCTS & SERVICES

4.1 Real Estate (property development) 4.2 Lease Rentals (property management)
The Brigade Group manages its Retail space under the Leasing segment also known as Lease Rentals. Under this,
Mixed-use space the two subsidiary companies are WTC Trades & Projects Pvt Ltd. and Orion Property Management Services
Ltd. (OPMSL). The WTC –Bengaluru, Chennai and Kochi properties are managed by WTC Trades & Projects Pvt
Mixed-use buildings and developments not only sustainably utilize resources and spaces, but also provide Ltd., whereas all the retail spaces (malls and commercial spaces) are managed by OPMSL. The Board of the two
city inhabitants with neighbourhoods that integrate home, work, shopping, transportation, and even green wholly-owned subsidiaries has approved a scheme of amalgamation in which Orion Property Management
spaces. Services Limited will amalgamate with WTC Trades & Projects Private Ltd. The rationale for the amalgamation
is the similarity of business model, synergy in operations and scale & size of the business.
A mixed-use building combines three or more uses into one structure such as residential, hotel, retail,
parking, transportation, cultural and entertainment. Whatever the combination, it brings together several Our retail projects share a few key factors, such as strategic locations, convenient access, imaginative
uses within either one building or a small area. The two most common forms of mixed-use design are Vertical architectural planning, excellent front and back-end infrastructural facilities and a winning mix of retail outlets.
and Horizontal development. Our top-class retail projects include Orion Mall at Brigade Gateway, The Arcade, Orion Avenue, Orion Uptown,
Brigade Solitaire, Nalapad Brigade Broadway, in Bengaluru and Brigade Vantage in Chennai. Nalapad Brigade
Brigade Group has mixed-use projects in Bengaluru, of which four (4) are ongoing and two (2) are at the Gateway and Brigade Vantage are in the ready-to-fit-out stage, whereas the Orion Avenue Mall and The Arcade
design stage. are operational.

The commercial office space at Brigade Group offers an excellent workspace environment, catering to both
small and large businesses. Some of our commercial projects include Brigade Triumph, Brigade Deccan Heights,
Brigade Tech Gardens, World Trade Centre and more.
Mixed-Use Projects (Numbers): Bengaluru
The total leasable area during the reporting period is 8.70 Mn. sq ft out of which 6.22 Mn. sq ft has been leased
out. As the pandemic situation continued to loom around us, it has impacted international travel and has had
4 a negative impact on the office leasing space. However, we are hopeful of picking up speed in the lease and
rental business as the situation improves.

2 Retail Project Status (Numbers)

2
Ongoing Design-stage

1 1

Completed Operational Ready for fit-out

Bengaluru Chennai
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GRI 102-4 Annual Sustainability Report 2021-22
 04 PRODUCTS & SERVICES

4.3 Hospitality Services

Brigade Hospitality, a wholly-owned subsidiary of Brigade Group, pioneered the concept of professionally
managed and branded serviced apartments under the brand name Brigade. The company has since extended
its operations across multiple domains of the hospitality industry. These include – lifestyle membership clubs
such as Signature Club Resort, The Woodrose, Augusta Club, Galaxy Club and Regent Club, MLR Convention
Centre and The Northern Terrace, a venue for banqueting located at the World Trade Centre. In addition to
this, Brigade Hotel Ventures Limited oversees the hotel ventures of the parent company and asset manages
the group’s operating hotels such as Sheraton Grand Bengaluru Hotel at Brigade Gateway, Four Points by
Sheraton Kochi Infopark, Grand Mercure Bengaluru, Grand Mercure Mysore, Grand Mercure Gandhinagar
GIFT City, Holiday Inn Bengaluru Racecourse, Holiday Inn Chennai OMR IT Expressway and Holiday Inn
Express & Suites Bengaluru OMR.

The Brigade Hotel Ventures Limited prides itself in establishing international affiliations with world-renowned
hospitality brands. The hospitality brands that have partnered with Brigade are:
Marriott International for Sheraton Grand Hotel at Brigade Gateway in Bengaluru and Four Points By
Sheraton Kochi.

Accor Group for Grand Mercure in Bengaluru, Mysuru and Gandhinagar. Intercontinental Hotel Group for
Holiday Inn in Bengaluru and Chennai and Holiday Inn Express & Suites in OMR Bengaluru.

Hospitality Projects (Numbers)

10

Shot on-site: Holiday Inn, Racecourse Road, Bengaluru

1 1 1 1

Bengaluru Chennai Mysuru Kochi Gandhinagar

Operational

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GRI 102-4 Annual Sustainability Report 2021-22
 04 PRODUCTS & SERVICES

4.4 Green Building Services

A green building refers to both structure and application of the processes that are environmentally responsible
and resource-efficient throughout the building’s life cycle from planning, design, constriction, renovation and
demolition. The green building practice encourages the classical design concerns of economy, durability and
comfort. In doing so three dimensions of sustainability should be considered, planet, people and profit.
Green Building Certified (Rating)
LEED (Leadership in Energy and Environmental Design) is an internationally accepted certification for green
buildings, which is a set of rating systems for the design and construction of green buildings. Projects pursuing 11
LEED certification earn points for different green strategies and the buildings will be rated as Silver, Gold and
Platinum according to the points gained.

IGBC is the Indian Green Building Council, that promotes a sustainable built environment through green 7
building certifications. We started our green building journey in 2011 with Green building certification for
‘Brigade IRV’ and every year we have added green building space across our commercial projects.
4
3
1 1 1

Certified Precertified Aiming to certify

Silver Gold Platinum

Green Building Certification by Agency

54%
Green Building Certified by Region
46%
10
9

3
1 1 2 2

Kochi Trivandrum Bengaluru Gift City, Chennai

IGBC LEED USGBC
Gandhinagar
Certified Precertified Aiming to certify

62 63
GRI 102- 2, 4, CRE 8 Annual Sustainability Report 2021-22
 04 PRODUCTS & SERVICES

Project Certification by Area (sq. m)

In the reporting year, we have a total of twenty-eight (28) projects at various levels of certifications. Out of 7,92,922.3
the total projects, we have successfully completed 12 projects, while the rest are pre-certified and ongoing
projects.

Year of Rating Project Name Rating Type Rating Status SBA in sq. m Remarks 5,74,609.95
5,60,437
Brigade WTC
Gold Precertified 11,109 Ongoing
Annex
2021
Brigade Ongoing
Gold Precertified 32,704
Southfield
Brigade
Gold Precertified 16,427 Ongoing
Senate 1
Brigade
Gold Precertified 20,329 Ongoing
Senate 2
2022 Brigade
Gold Precertified 20,322 Ongoing
Triumph
Certified Precertified Aiming to certifiy
Brigade
(12 Projects) (12 Projects) (4 Projects)
Padmini Tech Gold Aiming 30,808 Ongoing
Valley (Block-3)
Green Building Certified by Rating
Brigade
2023 Gold Precertified 39,783 Ongoing
Deccan Heights
Brigade
2023 Elysium @ Gold Aiming 37,803 Pipeline 16
Brigade Utopia
2023 Brigade Square Gold Aiming 18,000 Pipeline
Brigade Twin Ongoing
2023-24 Gold Aiming 1,90,00
Towers

• Total cumulative Green Building area (pre-certified, certified and 1 1 1 1 2

aiming to certify) -17.53 Mn sq. ft.
• For FYs 2020-22 -Green Building area is 2.49 Mn sq. ft. Kochi Trivandrum Bengaluru Gift City, Chennai
Gandhinagar
Silver Gold Platinum

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PERFORMANCE

Business Performance
Economic Highlights

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5.1 Business Performance

Economic Value Distributed (INR lakh)

Real Estate (property development) 282277

Residential Total area
Sales Revenue Percentage
Sales Value Projects under
Year Volume (INR of Total
(INR Crore) Launched development
(Mn sq.ft) Crores) Revenue
(Mn sq.ft) (Mn sq.ft)
192624
2021-22 4.716 (2%) 3022.70 3.79 3065.50 75% 18.72
2020-21 4.6 2767 6.03 1526 76% 18

Lease Rentals (property management)

Total Leasable Total area leased out Revenue Percentage of

Year
area (Mn sq.ft) (Mn sq.ft) (INR Crores) Total Revenue 20685 34034
21600
1133 643 2757 4735 4904
2021-22 8.7 6.22 596.50 19%
Operating Employees wages CSR spending Payments to Payments to
2020-21 8.55 5.14 371 18% Costs & Benifits providers of Government
Capital
Hospitality 2020-21 2021-22

Year Operational keys Revenue (INR Crores) Percentage of Total Revenue

2021-22 8.7 179.20 6%

2020-21 1474 114 6%

ICRA upgraded the rating for 'Brigade Enterprises Limited '

to A + Stable from A Stable reaffirming lender and investor
confidence in the company

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 05 PERFORMANCE

5.1 Business Performance 5.2 Economic Highlights

Real Estate The ongoing pandemic situation in India and globally caused significant disturbance and slowdown of
economic activities

Property Development on sale basis The economic highlights shared here are FY 22 business results for the Brigade Group. As the reporting
period was still under the pandemic influence partially, our operations were impacted because of labour
• Achieved highest ever pre-sales of ~4.7 Mn sq. ft with a sale value of INR 30,227 Mn shortages. However, we achieved the highest ever pre-sales of ~4.7 Mn sq. ft with a sale value of INR 30,227
in FY22, an increase of 9% from FY21 Mn in FY22, an increase of 2% from FY21 and a strong pipeline of ongoing projects of ~17.4 Mn sq. ft in our
• Average realization increased by 7% Y-o-Y to INR 6,411/sq. ft in FY22 Real Estate (Property Development) vertical.
• Strong pipeline of ongoing projects of ~17.4 Mn sq. ft
In the Lease Rentals (Property Management) vertical, we leased out ~1 Mn sq. ft during the reporting period
and have an active pipeline of ~1 Mn sq. ft. Office renewals of ~0.5 Mn sq. ft during FY22 at 14% escalation
were observed. Retail sales consumption surpassed pre-covid levels from mid of Feb 2022; F&B, Multiplexes
performed well due to big box office releases.

Lease Rentals The Hospitality vertical showcased an impressive revival since February, with an occupancy rate of 64%. A
sharp recovery in the F&B segment, banquet events (corporate and social), leisure and group travel is a
positive sign for the next financial year.
Property Management
• Leased ~1 Mn sq. ft during FY22; Active pipeline of ~1 Mn sq. ft
• Achieved office renewals of ~0.5 Mn sq. ft during FY22 at 14% escalation
• Retail sales consumption surpassed pre-covid levels from mid of Feb 2022; F&B,
Multiplexes performed well due to big box office releases Direct Economic Value Generated Revenue
• Retail revenue increased by 64% during FY22 compared to FY21 (INR lakh)

3,06,551
2,68,156
Hospitality

• Hospitality Portfolio showcased an impressive revival since Feb 22.

• Occupancy rate 64%
• Average Room Rate (ARR) 78% pf pre-covid levels in March 22. 2021-22 2020-21
• Sharp recovery in F&B segment, banquet events (corporate and social), leisure and group
travel
Direct Economic Value Generated (revenue)
• Portfolio ARR increased by 18% in FY22 as compared to FY21

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Overview
Materials & Waste
Energy & Emissions
Water Management
Air Emissions & Noise Levels
Biodiversity
Environmental Compliance
Land Degradation, Contamination
and Remediation
Products and Services
Transport

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6.1 Overview
This chapter provides information on environmental indicators, especially those that featured high on
We respect and make efforts to protect and restore the environment (Principle 6). our material priorities - climate protection- energy & emissions, water & wastewater and biodiversity.
Additionally, disclosures are made for other significant environmental parameters such as materials & waste,
The construction industry accounts for an incredible 36% of the worldwide energy usage and 40% of the and environmental compliance. Other disclosures such as land degradation, contamination and remediation,
CO₂ emissions. transport and environmental impact of products and services as required by the sector-specific disclosures
are also discussed here.
We believe in sustainable practices to reduce the impact of our operations on the environment. Our
approach to safeguarding the local environment and creating a positive impact on the global environment is The data is analysed for each of our business verticals separately namely, Real Estate (Property Development),
to map and measure the sectoral issues. On the one hand, identifying areas that can lead to quick wins and Lease Rentals (Property Management) and Hospitality. Consolidated data for the Group is also disclosed for
having long-term context for target setting on the other helps keep our workforce motivated and engaged. each thematic priority. While for Real Estate (property development), all data is mapped for disclosures, in
Some initiatives taken across the Group are energy conservation and efficiency programs, renewable Leasing and Hospitality, disclosures are based on data that is available and tracked and it is not representative
energy, recycled materials, water conservation and waste management endorsed through green building of 100% of the resource use and other indicators e.g., data for Signature Towers and GIFT City- Gandhinagar
certifications. Some of our work on biodiversity is exemplary as we have demonstrated the art of relocating (Lease Rental) is excluded and similarly some minor data pertaining to other indicators may be missing.
the city’s oldest heritage “the large trees’’ to newer venues. This is in line with our commitment to safeguard
the local environment.

74 Shot on-site: Urban forest at Brigade Cornerstone Utopia Shot on-site: Urban forest at Brigade Cornerstone Utopia 75
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6.1 Materials & Waste

The durability of any structure is determined by the quality and quantity of the materials being used. We
are aware that the construction industry is highly resource and material intensive. It is thus important for
us to practice efficient management of such huge quantities of materials as it directly affects our waste
generation. At Brigade, effective resource utilization is key, we formulate and follow a waste
management plan (WMP) at all our sites before commencing any construction works.

Material and waste, though, didn’t emerge as one of the material topics; being in the material-intensive
sector we feel that disclosing the same is our moral responsibility towards all our stakeholders.

In this section, we have disclosed our material consumption and waste generation for real estate and lease
rental verticals. Since the hospitality vertical is leased out to third parties and the material consumption is
not directly under our operational control; we have disclosed a few select material consumptions. Similarly,
the waste data for the hospitality vertical is for one project and should be
considered representative.

The sustainability report provides information on our Environmental, Social, and Governance progress.
This report has been prepared in accordance with the ‘Global Reporting Initiative (GRI) Standards: Core
option’. The report discloses information related to the GRI G4 Sector-Specific Disclosures (Construction
and Real Estate). This report also maps the BRSR requirement, as per the SEBI notification mandating the
top 1000 listed companies to follow the new reporting format on ESG parameters from 2022-23. However,
the BRSR reporting for the current reporting period is voluntary. We have disclosed the essential indicators
against the nine principles of the National Guidelines on Responsible Business Conduct (NGBRCs).

We conducted a detailed materiality assessment for the previous reporting period and have continued the
work on the same material areas for the current reporting period too. The report provides progress for
each material area compared to the previous year, wherever applicable.

Artist's impression: Brigade Triumph

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6.1 Materials
Material requirements for real estate vertical are very distinct from hospitality and Lease Rentals. For construction, Real Estate (Property Development)
large quantities of materials such as cement, steel, aluminium, and wood are required as raw materials that
contribute to the building envelope. The fittings and finishing stage for the buildings require an entirely different Across all cities and types of projects totalling 25, we have four (4) projects in the initial stage of construction,
set of materials such as electric wires, plumbing pipes, fixtures, paints, etc. For Property Management, on the eleven (11) under peak construction, and ten (10) projects under the final stages of construction. The data
other hand, the material requirement is mostly for maintenance such as LED lighting equipment, consumables, disclosed is for all categories of construction such as residential, commercial
and occasionally installation of new machines e.g. luggage screening machines. In the case of hospitality, data and mixed-use.
for some of the consumables are disclosed for the reporting period.
For any property construction, the first stage involves excavation, casting of the foundation and backfilling
of earth. In the reporting year, the total earth used for backfilling is 78458 CuM. The backfilling can be done
with materials available onsite or sourced from outside. Due to the varying size of the projects, the ratio of
onsite to offsite backfilling earth has decreased from the previous year. For the reporting year, backfilling
earth onsite is 80% and 20% is from outside sources.

Percentage of Earth Used for Back Filling in Real Estate (2021-22)

Onsite
80% Outside
20%

Artist's impression: Brigade Xanadu, Chennai % Earth used for back filling 2020-21 2021-22
Onsite 88% 80%

Outsite 12% 20%

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6.1a Material Consumption Components in concrete

Real Estate
Components Units 2020-21 2021-22
Real Estate (Property Development) Construction aggregates CuM 219,071 25,10,000

There are various types of materials used in developing any property. To simplify, we have classified the ma- Sand CuM 76,823 3518,176
terials used into different categories. First is the raw material category of manufactured products required
for construction such as bricks, iron, steel, aluminium, etc. The second category comprises materials used for Cement for Concrete Tons 90,724 81,518
concrete such as construction aggregates, cement, Ground Granulated Blast Furnace Slag (GGBS), etc, and GGBS Tons 21,66,048 16,71,671
the third category is for fixtures, paints and other miscellaneous materials. All the materials listed are exter-
nally sourced, however certain raw materials are recycled and reused. The data disclosed for each material Fly Ash Tons 516 0
type is based on direct measurements.

We are aware that the construction industry is resource-intensive, and we must use the resources efficiently. Miscellaneous
We follow the recycle and reuse principles as much as possible. We have specified recycled/reused materials
as a distinct set of items which includes GGBS, fly ash, wood, concrete waste and steel. The following tables Materials used Units 2020-21 2021-22
show the materials consumption in all three categories: Porcelain Fixtures (Wash basins,
Numbers 52,362 20,246
WC, Urinal, etc.)
Manufactured Products
Paints (all categories) SQM 5,99,063 5,85,328
Materials used Units 2020-21 2021-22
Waterproofing solution (all categories) SQM 1,00,733 2,23,820
Bricks (Concrete Blocks) Numbers 14,73,913 13,65,325
Flooring SQM 2,44,679 5,08,709
Iron (Re-enforcement steel) MT 63,552 34,803
Structural Steel MT 13,576 1,08,274 Electric wires / Cables km 2,05,273 64,171

M-Sand CuM 1,28,939 87,926 PVC - others (Draincell) SQM 1,649 9,673

Aluminium (Glazing) SQM 18,520 14,902 Polymers kg 3,668 0

UPVC Doors, Windows and Ventilators SQM 15,373 19,23,098 Refrigerant and Chemicals kg 2,030 0
cPVC (all diameters) RMT 95,992 1,16,048
uPVC (all diameters) RMT 1,26,978 1,02,587 Recycled Materials

CP Fixtures and Fittings Numbers 29,113 58,740 Recycled Materials used Units 2020-21 2021-22
GGBS MT 21,66,048 16,71,671
Fly Ash MT 516 0

• Initiated use of recycled wood in the reporting year Recycled Wood MT 0 8

• Used 8 MT of recycled wood Reused concrete waste MT 2,468 1,479
• Reuse content in steel increased up to 124 MT from 28 MT. Reused content in steel MT 28 124

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6.1a Material Consumption 6.1a Material Consumption

Real Estate
Diesel
Renewable and Non-renewable materials 4,05, 735 litres
Renewable materials Units 2020-21 2021-22
Sand CuM 76,823 35,18,176
Recycled Wood MT 0 8

Toilet
LPG Cleaning
Non-Renewable materials Units 2020-21 2021-22 1,53, 638 kg Supplies
Iron (Re-enforcement steel) MT 63,552 34,803 48,152 litres

Structural Steel MT 13,576 1,08,274

Aluminium (Glazing) SQM 18,520 14,902
The material consumption list for a typical Lease Rentals (property management) project is as shown

S.No Materials Consumed Units Typical Leasing Project

Lease Rentals (Property Management) 1. Diesel litres 23149
2. Kitchen fuel (LPG) kg 5463
We are managing a total of 10.1 Mn sq ft of commercial spaces. In Bengaluru, Chennai and Kochi, it is 7.33
Mn sq ft, 2 Mn sq ft and 0.77 Mn sq ft. respectively. It includes the World Trade Centers located in Bengaluru, 3. Lighting equipment number 558
Chennai and Kochi along with malls and commercial establishments in Bengaluru. 4. HVAC Equipment number nil
5. Luggage screening machines number 4
The material requirement in this vertical is mostly for maintenance of the facilities which include different 6. Loading trolleys number 3
types of equipment such as lighting, HVAC, electrical and electronic, storage, cleaning, etc. Few other 7. Electrical & Electronic equipment number 889
materials used are diesel, kitchen fuel (LPG), consumables, toiletries, luggage screening machines, loading
8. Hand dryers number 12
trolleys, etc. The data disclosed are for select malls, commercial buildings and WTC - Bengaluru, Chennai and
Kochi. 9. Soap number 25
10. Toilet rolls number 4050
11. Toilet cleaning supplies litres 777
12. Cleaning equipment number 5
13. Storage equipment number 10

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6.1a Material Consumption 6.1b Waste

Hospitality The construction industry is resource-intensive, and the waste generated is also in significant quantities.
The waste generated, if not handled properly, can be a threat to the environment. We, therefore, aim for
The Hospitality vertical comprises the lifestyle membership clubs and hotel ventures of the Brigade Group. optimum resource utilization and minimum waste generation in all our operations. We try to utilize waste
The properties under the vertical are leased to a third party for operations and hence the data mapping materials in two ways, one is reusing (components) and the second is recycling (processing raw materials
requires considerable effort. For this reporting year, we have been able to map a few of the materials such from construction waste and reusing). However, material management that reduces wastage is the best
as diesel and LPG for select properties. strategy deployed in all projects. At Brigade, we ensure materials are handled and stored in good conditions
to prevent deterioration and wastage.

Waste generated is categorised as hazardous and non-hazardous. Hazardous wastes contain toxic substances
that can create substantial damage to the environment and public health whereas non-hazardous wastes
can be reused or recycled or disposed through authorised vendors.
LPG Diesel
51,04,063 kg 77,712 Hazardous Waste:
litres In the reporting period, at the Group level, the hazardous waste generated is used oil (10,964 l), used oil
filters (304 numbers) cotton waste (686 kg), e-waste (247 kg), biomedical waste (380 kg), paint waste (533 l)
and other miscellaneous waste (1511 kg).

Business Vertical Hazardous Waste Non-Hazardous Waste

Used oil and oil filters, chemical Paper, scrap steel, wet garbage, food waste
Real Estate
waste and biomedical waste and waste wood

Paint waste, cotton waste, used Paper, scrap steel, wet garbage, food
Lease Rentals
oil filters waste and waste wood
E-waste generation used oil and Paper, scrap steel, wet garbage, food waste
Hospitality
oil filter and waste wood

Shot on-site: Holiday Inn, Racecourse Road, Bengaluru

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6.1b Waste
Real Estate (Property Development)
The most significant quantities of hazardous waste generated in the real estate segment are paint waste
(533 l), cotton waste (573 kg) used oil (1069 l) and used oil filters (139 numbers). All the hazardous wastes
are handled as per the Waste Management Rules and are handed over to authorised waste vendors.

Lease Rentals (Property Management):

The hazardous waste in the Lease Rental vertical is used oil (4495 l), used oil filters(136), biomedical (380
kg)and miscellaneous waste(1500 kg).

Hospitality
The major chunk of the e-waste (212 kg) and used oil (5400 litres) are observed to be generated in this
vertical.

Paint Waste (liters) E-waste (kg)

212
533 35
Hazardous Waste
- Brigade Group

Biomedical Waste (kg) Cotton Waste (kg) Used Oil (liters)

380
94 5400
19 4495 1069
573

Miscellaneous Waste (kg) Used Oil Filter

(number)
1500 11 139 136 Real Estate
29
Lease Rental
Hospitality

Artist's impression: Brigade Citadel

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6.1b Waste
Real Estate (Property Development)
Hazardous waste generated in the Real Estate segment (Property Development) could be compared with the
previous year. In the reporting year, we identified two new streams, for which monitoring and measuring
were carried out, such as biomedical waste and rubber waste. We were able to achieve reductions in waste
quantities for used oil, used oil filters and cotton waste whereas there was an increase in paint waste from
the previous year owing to more projects in the final stages of completion.

When it comes to measuring hazardous waste intensity, in 2020-21, against an area development of 18
million sq. ft., 18.6 tonnes of waste was generated; whereas in 2021-22, the hazardous waste quantity for
12.6 million sq. ft of development was 9.3 tons. The waste intensity is calculated in kg/sq. ft for both the
years is shown in the given chart.

Hazardous waste Real Estate (2020-21) Real Estate (2021-22)

Used Oil (l) 2816 1069

Miscellaneous waste (kg) NA 11

Paint waste (l) 369 533

Used oil filter (no.) 299 139

Cotton waste (kg) 710 573

E-waste (kg) NA 0
Rubber waste (kg) NA 2
Biomedical waste NA 0
*Assuming density of used oil and paint waste to be 0.85 kg/litre and 1.6 kg/litre.
Artist's impression: Parkside East by Brigade
**Weight for one unit of used oil filter is assumed to be 50 kg

Hazardous Waste Intensity for Real Estate (kg/sq. ft)

0.00104

0.00074
There is 0.0003 kg per sq ft of reduction in hazardous waste
intensity for Real Estate

2021-22 2020-21
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Percentage Distribution of Non-Hazardous Waste
6.1 b Waste Brigade Group

12.4% 44.4%
All three verticals generate non-hazardous waste such as scrap steel, paper, plastic, food waste, etc. In the 0.5%
reporting year, the total non-hazardous waste generated was 1987 tons of which 82% was generated from 20.4%
the Real Estate (property development) vertical. Scrap steel constitutes the major portion of the waste which
is 883 tons (44%), wet garbage is 406 tons (20%), food waste, paper waste and waste wood together account
for almost one-third of the total waste i.e., 662 tons (33%), whereas plastic and other wastes constitute
36 tons (2%) of the total waste. The construction and demolition waste generated under the property
management vertical is 26 tons which are included here under other waste.

At Brigade, we are aware of the importance of the proper disposal of waste. For Real Estate and Leasing
segments, most of the waste is handed over to third-party contractors (BBMP, KSPCB, HK Services). Under
1.3%
hospitality, for some projects, waste is handled by Pollution Control Board (PCB) authorized vendors and
7.7%
some by BBMP. 13.3%
Scrap steel Wet garbage (including labour colony) Food waste (office)
Paper waste Waste wood Other waste Plastic waste
Non-Hazardous Waste - Brigade Group (Tons)

Percentage of Non-Hazardous Waste

Brigade Group

82.4%
14.5% 3.1%
855.6 355.0

29.1
247.8

213.5

15.3 147.8 Real Estate Lease Rental Hospitality

8.7 0.2
35.4
1.1
14.1 25.6
18.3 3.4 6.9
2.5 3.6 0.8 0.0 2.2
Scrap Steel Wet garbage Food Paper Waste Other Plastic • Non Hazardous Waste generated -1987 Tonnes
(including Labour Waste Waste Wood Waste Waste
Colony) (Office)
Real Estate Lease Rental Hospitality

90 GRI 306-2, 3 BRSR Pr.6- 8, 9 91

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6.1 b Waste 6.1 c Wastewater Management

Real Estate (Property Development) In order to protect our environment, careful monitoring and treatment of wastewater are very important. It
saves the nearby water bodies from getting contaminated with excess organic load and toxic chemicals and
While comparing with the previous year, the waste intensity In the reporting period, thus saves aquatic life.
went up in the non-hazardous waste category.
At Brigade, we monitor wastewater for all the verticals, right from the quantity, quality, treatment, and
suitable usage along with scientific treatment methods and reused. A total of 497 million litres of wastewater
Real Estate Real Estate was recycled in the reporting year with the maximum quantity from lease rentals which is 436 million
Non-Hazardous wastes (tons) litres (88%), whereas the hospitality vertical generated 52 million litres (10.5%) and the real estate vertical
(2020-21) (2021-22)
contributed to 9 million litres (2%) of the total waste water recycled.
Scrap Steel 191.9 855.6
Wet garbage (including Labour Colony) 50.5 355.0 The wastewater generated at our properties is scientifically treated through well-designed in-house sewage
treatment plants (STPs) with various treatment principles such as ASP, SBR, MBR, MBBR and Eco-STP to meet
Food waste (office) 116.8 247.8 the treated water quality beyond statutory discharge limits and to reuse for toilet flushing, landscaping, and
Make-up water for water-cooled air-conditioning systems. This reduces the dependency on municipal water
Paper waste 0.6 29.1 supply which is pumped from far-off locations; indirectly saving energy and freshwater consumption.
Waste wood 52.0 147.8
Plastic waste 0.4 1.1
Office/Labour colony 0.0 0.2 Distribution of Total Wastewater
Recycled and Reused - Brigade Group
87.6%
Non-Hazardous Waste Intensity for 10.5%
Real Estate Vertical (kg/sq. ft) 1.9%

0.13

Real Estate Lease Rental Hospitality

0.023

2021-22 2020-21
Total of 497 million litres of Wastewater Recycled and Reused

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6.1c Wastewater Discharge

Eco STP
Sewage Treatment Plants (STPs) with various treatment principles such as ASP, We at Brigade always look for innovative ideas, new technologies, processes, and practices to make sure all
Primary Treatment our developments and operations are sustainable and have minimal impact on the environment and the
SBR, MBBR and ECOSTP with tertiary treatment methods such as softeners, RO,
methods natural resource reserve we depend on. Hence, as part of our Brigade REAP initiative, we have explored the
and disinfection to meet the treated water quality as per the stipulated limits.
environment-friendly wastewater treatment system ECOSTP - Zero Power, Zero Chemicals Sewage Treatment
- in residential projects for toilet flushing, gardening, cooling tower Technology. and installed a 10KLD plant at our new development site “Brigade Cornerstone Utopia” - office.
Usage
- make-up water for Air Conditioning Systems The ECOSTP system can be designed to fit any shape based on the availability of space.
As we have adopted ZLD practices across all our portfolios, we ensure that all the
Discharge
treated wastewater is utilized within our premises. This Eco-STP consists of primarily three parts: i) Bio–Settler ii) FBR (Fluidized Bed Reactor) and iii) FFR (Fixed
Film Reactor). This technology treats sewage in a decentralized, self-sustainable way in underground chambers
without consuming any power, chemicals, or human intervention. Using biomimicry, and regenerative
Wastewater quality parameter for Brigade Group innovation inspired by nature, the ECO-STP utilizes functional principles and strategies of microorganisms
and the ecosystem found in a cow’s stomach.

Parameters such as BOD, COD, Total Solids, Total DIssolved and Total Suspended Soilds, Phosphorus, The uniqueness of this technology is the “Zero Power Zero Chemical” Sewage Treatment process which has
Chloride, Alkalinity, Grease, Total Nitrogen, Ammonical Nitrogen as NH4-N and Faecal Colliform are no moving parts compared to conventional STPs which depend on energy-hogging motors, exhaust fans,
monitored regularly for real estate, lease rentals and hospitality. All parameters are also sent for testing pumps, and blowers. The Eco STP plant is a replica of a cow’s stomach based on biomimicry concepts. After
and values are found to be within permissible limits. installation of ECOSTP in Brigade Triumph Residences and Brigade Cornerstone Utopia project office, further,
it is designed for Neem Groove at Brigade Orchards and Brigade Ivory labour camp.

Shot on-site: Brigade EI Dorado

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6.2 Energy & Emissions

Construction industry has a large GHG footprint. Given the growing demand in the sector, it is expected that Of the total energy consumed, the Leasing segment (Property Management) accounts for 49%, while
the energy demand will continue to rise, which if sourced from conventional energy systems, will lead to rise Hospitality is at 28% and the Real Estate segment (Property Development) at 23%. In the leasing segment,
in emissions. This section provides information on energy consumption and carbon emissions across all the the maximum power of ~50% is utilized at all three WTC locations (Bengaluru, Chennai and Kochi) and the
verticals under Brigade Group. Although India’s overall emissions per capita are low, however, there is an six malls and commercial sites all based in Bengaluru.
opportunity to leapfrog to low emission buildings.
Percentage of Power Consumption for Brigade Group
Energy consumption and emission for any entity are completely interlinked. For Brigade, energy in terms of
power is generated through grid electricity, renewable/ green sources and DG sets. Apart from electricity, 49%
some additional energy sources are LPG, diesel and petrol consumption for different purposes. 23%
28%

We are also striving towards using renewable sources for our electricity consumption by investing in the
installation of solar panels or procuring green energy. This year 21 % of the total electricity is generated
through onsite and offsite renewable energy sources such as solar and wind power.

Percentage of Electricity through

Renewable Source for Brigade Group
Real Estate Lease Rental Hospitality
79%
21% A total of 96146 MWh of power is consumed across all verticals. The major source of electricity is the state
grid which produces 73.3% of the total power, followed by renewable energy produced on-site and offsite
at 21.4% and the rest 5.3% is produced by DG sets.

Percentage of Power Consumption by Sources for Brigade Group

5.3%
3.0%
18.4%
73.3%
Renewable Others

Total Power consumption 96146 MWh

Grid Electricity Offsite Renewable Sources (Solar PV, Wind)

kWh: Kilo Watt-hour; MWh: Mega Watt-hour; TJ: Terra Joules

DG sets Onsite Renewable Sources (Solar PV, Wind)
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6.2a Energy
Among the three verticals, the total power consumption is 96,146 MWh, of which malls and commercials Power Consumption by Sources - Brigade Group (MWh)
under the lease rentals account for maximum power consumption of 35,443 MWh (37%), followed by hotels
under hospitality consuming 24763 MWh (26%) and commercials under real esatate accounting for 17,180 903
MWh (18%) of the total power.

2052 143

Power Power
Projects
Consumption (MWh) consumption (%) 9436
2723
Lease Rentals- Malls & Commercials 35443 36.9%
1130
Hospitality - Hotels 24763 25.8% 115
25
Real Estate- Commercial 17180 17.9%
Lease Rentals- WTC 11540 12.0%
6238 29765
Real Estate - Mixed Use 3827 4.0%
Hospitality - Clubs 1818 1.9% 16049 2245 15159
Real Estate - Residential 1484 1.5% 2
46
Real Estate- Residential & Commercial 93 0.1% 90
460
0.6 1582 5185
36 1681
1024 57
Residential Commercial Residential Mixed WTC Malls and Clubs Hotels
and Commercial Use Commercials

Real Estate Lease Rental Hospitality

DG sets Onsite Renewable Sources (Solar PV, Wind)

Offsite Renewable Sources (Solar PV, Wind) Grid Electricity

*For calculating real power for DG sets under property development vertical, the value for power factor assumed is 0.8.
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Power Consumption for Lease Rental (MWh)
6.2 b Energy
903
Real Estate

Residential, commercial and mixed-use projects combined consumed 22583 MWh of power from all four 2052
sources. Grid electricity provides 83% of the power followed by DG sets (17%). Negligible power consumed
from renewable sources for selected properties.
2723
Power Consumption for Real Estate (MWh)

1130
115

6238 29765
DG Sets
2245
DG Sets 2 Offsite Renewable Sources (Solar PV, Wind)

16049 Offsite Renewable Sources (Solar PV, Wind) Onsite Renewable sources (Solar PV, Wind)
460 5185
Onsite Renewable sources (Solar PV, Wind) Grid Electricity
0.6
36 1582
1024
57 Grid Electricity WTC Malls and
Commercials
Residential Commercial Residential Mixed Use
and Commercial

Hospitality
Lease Rentals Clubs and Hotels combined consume 26580 MWh of power from all four sources. Major power generation
comes from grid (63%), followed by offsite renewable energy sources (36%) with marginal generation from
Malls, Commercials and WTC combined consume 46983 MWh of power from all four sourcing. The major
DG sets (1%). Negligible power is consumed through onsite renewable energy sources.
chunk (74%) is from grid electricity. For WTC, power consumption from renewable sources is higher than
the grid. Malls and commercials account for maximum power consumption of 35443 MWh (37%), and
WTC accounts for 11539 MWh (12%)
Power Consumption for Hospitality (MWh)
143

9436

25
DG Sets
Offsite Renewable Sources (Solar PV, Wind)

Onsite Renewable sources (Solar PV, Wind)

15159
46
0 Grid Electricity
90
1681
100 GRI 302-1 BRSR Pr.6-1 101
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6.2a Energy 6.2 b Emissions

The total energy consumed in the reporting period at the Group level is 506 TJ. The split in the energy At Brigade, we have accounted emissions across all verticals. Considering we have operational and financial
consumed from various sources and vertical wise information is as listed below: control of many subsidiaries across verticals, the data for emissions is presented as Scope 1 and Scope
2, irrespective of the type of control. As the entity intensifies Scope 3 carbon accounting, the overall
Lease Total by emissions may get further clarified in coming years. The emissions for Scope 1 are primarily carbon dioxide
Energy Consumption Units Real Estate Hospitality (fugitive emissions and other GHG emissions are not factored in these calculations) and so these should
Rentals Source
be considered tentative and an attempt to initiatiate accounting for Greenhouse gases (GHGs). This initial
Grid Electricity MWh 18732 34950 16840 70502 accounting helps us analyse areas where energy efficiency improvement is most required.
Onsite renewables
MWh 0.6 2726 115 2841 We have calculated scope 1 and scope 2 emissions across three verticals that are presented in the following
(Solar PV, Wind)
charts. We have total 76,065 tons of CO2 emissions, out of which 20,368 tons CO2 (27%) is from Scope -1
Offsite renewable sources
MWh 0 8289 9436 17725 and 55,697 tons CO2 (73%) from Scope-2 emissions.
(Solar PV, wind)
DG sets (Electricity) MWh 3871 1018 189 5078 Scope-1 emissions arise from any fuel consumption such as diesel , LPG, petrol, etc. LPG consumption in
hotels is quite high which reflects in considerable Scope 1 emissions for Hospitality sector.
LPG Consumed MWh 11 1260 41848 43119
Vehicles (Diesel/Petrol) MWh 1184 41 45 1269 Scope-2 emissions are due to grid electricity consumption. In our case, lease rentals vertical has high scope-2
emissions majorly due to extensive energy use in malls and commercials.
Total Energy Consumption MWh 23798 48283 68473 140534

Building Energy Intensity for Real Estate Segment

For Real Estate segment the total energy consumption is 23778 MWh and the developed area is 12.6
million sq. ft. The building energy intensity for real estate vertical is 1.89 kWh/sq. ft. Total Emissions for Brigade Group
(tCO2)

55697

• Total Energy Consumption: 506 TJ 20367

• Energy Intensity per Rupee turnover: 0.005 (kWh/INR)

kWh: Kilo Watt-hour; MWh: Mega Watt-hour; TJ: Terra Joules

Scope 1 Scope 2

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6.2b Emissions
Scope 1 Emissions (tCO2) Scope 2 Emissions (tCO2)
Emissions intensity-Real Estate
27610
The overall building emission intensity (development of property in one financial year, in this case reporting
year) for real estate vertical is 1.44 kg CO2 /sq. ft. for 12.6 million sq. ft of area developed. Here, scope-1
emission intensity is 0.27 kg CO2 /sq. ft. and scope 2 is 1.17 kg CO2 /sq. ft. These figures at an early stage do
not represent the development emissions per sq. ft. for the building, as buildings are in various stages of
14783 development. However, as we continue to monitor data across the full development cycle, we will be able to
13304 arrive at an average building emission development intensity.
15458

Building Emissions intensity for Real Estate

(kg CO2/sq. ft)
3361
1549 1.17

Real Lease Hospitality Real Lease Hospitality

Estate Rental Estate Rental
0.27

Overall Scope-1 and Scope-2 Emissions (tons CO2) for Brigade Group
Scope 1 Scope 2
Scope-2
Scope-1 emission sources emission Total Total
Verticals source Scope – 1 Scope-2
DG Set Vehicles State Grid Emissions Emissions
LPG
(Diesel) (Diesel/Petrol) Electricity
Building Emissions intensity
Emission
Real Estate 2112 4 1245 14783 3361 14783 for Real Estate (kg CO2/sq. ft)

Lease Rentals 1046.6 459.5 43 27610 1549 27610 Scope 1 0.27

Hospitality 162 15266 30 13304 15458 13304 Scope 2 1.17

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Energy Conservation and Energy Efficiency Initiatives • Green Power is purchased by getting into a long-term agreement with Green Energy Developers, thus
encouraging the installation of renewable energy systems and catering clean energy for our clients/occupants.
We understand the risks of climate change and prioritise efforts to improve energy efficiency and reduce
our GHG emissions. We have adopted various energy efficiency initiatives in order to reduce our emissions • Bureau of Energy Efficiency (BEE) Star-certified electro-mechanical equipment (Viz., Pumps, Drives,
such as: Compressors, etc.) are used in the project.

• Design of energy-efficient buildings by embedding sustainability into the design and by carrying out building • Adopting an Energy-efficient Water-Cooled Air-Conditioning System with a high coefficient of performance
orientation, energy, air, sun path and daylighting simulation and modelling. in all Commercial Buildings developed by the company.

• Reducing energy loss by reducing heat loss through energy-efficient building planning and by adopting • Installation of smart app-based electrical systems to control and optimize their use.
engineered building insulation and envelope.
• Reduce energy wastage due to distribution by designing the right sizing of copper cables and Installation
• Implementing a whole-building systems approach for new construction to achieve an energy-efficient of copper wound transformers to reduce the losses.
building. The whole-building approach treats the building as one energy system with separate, but dependent
parts which affects the performance of the entire system (the whole building). • Optimizing the use of backup power systems (DG Sets) by using synchronizing panels and sensors.

• Designing of energy-efficient buildings by considering the provision to allow for future retrofits without • Planned preventive maintenance for all electrical and electro-mechanical installations is prepared and
impacting the performance of the building. handover to the facilities team or to the respective building associations as guidelines to ensure the right
usage and long life of the systems.
• Installing energy-efficient light fixtures, and LED lights with motion sensors, timers, and dimmers across all
our projects. • IoT sensors for the collection of data are installed for all water and energy-consuming fixtures or devices.

• Use of occupancy sensors in the sparingly used area in the buildings, viz., Rest Rooms, Change Rooms, It is estimated that these energy efficiency initiatives help us save 15-20% energy when compared to the
Corridors, Staircase, Car Parking / Basement Area, etc. base case of the latest Energy Conservation Building Code (ECBC), in our commercial projects.

• Utilization of solar energy wherever possible for water heating and lighting in all the projects of the
company.

• Solar PV Panels are installed in all commercial projects of the company to harness renewable energy
sources to ensure reduced carbon emissions.

Energy Reduction Real Estate Lease Rentals Hospitality

Energy savings for all assets (kWh) NIL 56,449 1,35,970

Financial data (money invested for energy
NIL 17,97,330 13,14,999
efficiency improvement, INR)
Money saved through energy reduction
NIL 5,58,492 30,000
initiatives (INR)

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Renewable Energy: Engineering, Supply, Installation, Testing & Commissioning of 260 kWp rooftop solar
PV plant at World Trade Center, Chennai and 1213 kWp rooftop solar PV plant at Brigade Tech Gardens,
Bengaluru.

Renewable energy is the need of the hour in combatting climate change. Other benefits of renewable energy
are self-reliance on electricity in a cost-effective manner, insurance against future increases in electricity
tariff, and utilizing unused roof space. Hence switching to renewable energy is one of the most important
actions an organization can take to reduce the environmental impact of electricity generation. At Brigade, we
are cognizant of this need and are pursuing to increase our share of renewable energy across our business
verticals. During the reporting period, we had two new solar PV installations, one at WTC- Chennai and the
other at BTG, Bengaluru.

At Brigade Tech Garden (BTG), Whitefield, Bengaluru

The total solar PV plant capacity is 1213 kW with the installed capacity at Block-B: 550 kW and at Block-C: 663
kW. Each of the solar PV systems is placed on a different building block/tower roof with different capacities
for shadow-free areas. The 550kWp system is divided into two blocks of 257.5 kWp and 292.5 kWp, with 1692
modules with a module capacity of 325 Wp. Similarly, the 663.68 kWp solar photovoltaic rooftop system is
installed on four different building blocks to achieve the required power, consisting of 1952 modules with a
module capacity of 340 Wp. The power evacuated is 415V at LT Panels placed in each building with built-in
protection and meter. All the data related to inverters, weather monitoring systems, and energy meters are
monitored through a web portal gateway which in turn is displayed on the computer screen.

At World Trade Centre, Chennai

The total solar PV plant capacity is 260 kW, split into two towers, tower-1: 140 kW and tower-2: 120 kW. The
maximum total generation capacity at tower-1 is 101.5 kWp and at tower-2 is 87.85 kWp.

Shot on-site: Brigade Tech Gardens, Bengaluru,and WTC, Chennai

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6.3 Water Management Water Parameters from Brigade Group

(Mn L)
Overview 264.3

Water is one of the most important resources in the construction industry and is required in large quantities
for constuction and maintenance of the buildings. With the increasing pressure on the water table due to
rapid urbanization, water scarcity has become a major issue today. Water conservation efforts are the need 140.6
of the hour and at Brigade we take conscious efforts to reduce our water consumption and follow better
water management practices. 27.5
349.8 46.0
We have disclosed parameters such as water withdrawal, additional water sources, water consumption,
water recycled and water conserved for all three verticals.
197.7 383
Data highlights: 0.6
230.8
Water withdrawal: Out of a total of 845 million litres of water, 704 million litres (83%) is from freshwater 94 10.1
sources and the remaining 141 million litres (17%) from additional water sources such as collected rainwater 1.1
and treated wastewater from the in-house sewage treatment plant (STP). Water Water Water Water
Withdrawal Consumption Recycled Conserved
Water consumption: The total water consumption for the reporting period was 338 million litres (40%).
Real Estate Lease Rental Hospitality
Water recycled: A total of 552 million litres (~65%) of water is recycled and around 11.6 million litres (1.4%)
is conserved.
Building water intensity for
Maximum water withdrawal for the reporting year is for the real estate vertical, at 49.7%. This is attributed Real estate vertical
to construction activities. Building water
Parameters
intensity (litres/sq. ft)
Water withdrawal 27.77
Water usage 15.69
Water recycled 2.18
Water conserved 0.80

• Total Water Withdrawal (Mn L): 845

• Water Consumption (Mn L): 338
• Water Recycled (Mn L) : 552
• Water Conserved (Mn L) :11.6
Water intensity per rupee of turnover: 0.011 litres/INR

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6.3a Water withdrawal

Water withdrawal by sources (million litres)
Water Withdrawal for Water Withdrawal for Water Withdrawal for
The water source for all three verticals is disclosed under the water withdrawal parameter. In all projects, Real Estate (Mn L) Lease Rental (Mn L) Hospitality (Mn L)

water is mainly sourced from tankers, borewells and municipal water supply. There are also additional water 0
0.2
41

sources such as external and on-site water sources, greywater, blackwater, harvested rainwater, treated 14
8
0 22
wastewater and others. The information regarding such additional sources is disclosed for Leasing and 0.5
18 54
hospitality verticals but not for the Real Estate segment because of the unavailability of such data.Brigade 116 4
23
group-Out of a total of 704 million litres of water withdrawal, 72% is sourced from water tankers and the rest 76 138 2 104
0 40 0
28% is sourced from municipal water supply and others. 9
0
22 14
Residential & Residential Commercial Mixed WTC Malls & Clubs Hotels
Commercial Use Commercials

Total Water Withdrawal by Source for Brigade Group (Mn L) Tanker Borewell Other Sources

41
Real Estate (Property Development)
0 Commercial projects are the major water withdrawal sites as compared to residential and mixed-use projects.
0.2
14
8 22
0 Lease Rentals (Property management)
0.5
Tankers, borewells, and municipal water supply are major water withdrawal sources. The maximum
18 54
116 4 withdrawal is in the malls and commercial projects in the leasing segment.
76 138 2 23 104 Hospitality :
0 40 0 Tankers, borewells, and municipal water supply are major water withdrawal sources. Hotels are the major
9 22 14
0 water withdrawal sites here.
Residential & Residential Commercial Mixed WTC Malls & Clubs Hotels
Commercial Use Commercials Recycled Water Consumption for Brigae Group (Mn L)
Real Estate Lease Rental Hospitality
94.4
Tanker Borewell Other Sources
Other water sources
Desalination plant
Percentage of Water Withdrawal by Source Percentage of Water Withdrawal by Vertical
Blackwater
for Brigade Group for Brigade Group
Treated Wastewater
72% 50%
7% 29% Greywater
21% 21%
16.8
6.9 5.5
12.1
2.6 2.5
WTC Malls and Clubs Hotels
Commercials

Lease Rental Hospitality

Lease Rentals and Hospitality: For both verticals, a total of 141 million litres of water is available from recycled
sources which is majorly consumed in malls and commercials. Major proportion of additional water is used
Tanker Borewell Other Sources Tanker Borewell Other Sources
in malls and commercials under property management vertical.
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6.3 b Water Consumption

Real Estate: Major consumption is for construction activities and accounts for 93% of the total
consumed for real estate vertical, while very insiginificant quantities are used for drinking water and other
The consumption of water for various activities is disclosed for all the three verticals of Brigade Group. Water usage.
is used for different purposes such as drinking, gardening/landscaping, construction etc. The charts show
different attributes of water usage in the Brigade Group. Lease Rentals: Apart from drinking and gardening, water is also used for cooling towers.

Brigade Group - Total 338 million litres of water is consumed at Group level. Real estate vertical consumes Water Consumption for Real Estate (Mn L) Water Consumption for Lease Rental (Mn L)
198 million litres (~60%), while 94 million litres (28%) gets consumed by hospitality segment and 46 million
185
litres (14%) by Lease rentals.

Water Consumption by Verticals

and Type for Brigade Group (Mn L)
2
11
Construction water usage
28
Other usage
29 15
Gardening / Landscaping
185 11 3
0 2
3 58
Drinking water usage
28 Construction Water Usage Drinking Water Usage Drinking Water Usage Gardening/Landscaping
15 7 Other Usage
Gardening/Landscaping Other Usage
Real Estate Lease Rental Hospitality

Water Consumption by Type in Percentage of Water Consumption by Hospitality: Maximum water consumption is for gardening and landscaping purposes. Water is consumed
Percentage for Brigade Group Verticals for Brigade Group in various other activities such as floor washing, laundry, WC Flushing, swimming pool, kitchen use,
mopping, etc.
58.6%
27.8%
13.6% Water Consumption for Hospitality (Mn L)
10.2%
25.6% 9.5% 58
54.7%

29
Construction water usage Gardening / Landscaping Real Estate Lease Rental Hospitality
Drinking Water Usage
Other usage Drinking water usage Gardening/Landscaping
7 Other Usage

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6.3c Water conservation and recycling

Real Estate: Of the total water conserved i.e. 11.6 million litres, about 86% is achieved through rain water
Water withdrawal affects the water sources significantly; we practice water conservation measures for collection tanks in real estate vertical.
all three verticals through rainwater harvesting, groundwater recharge, recycling of treated wastewater,
reduction of consumption and losses by adopting available best practices and technologies. The data on Lease Rentals:
water recycled, reused and conserved is disclosed for all three verticals. Nearly 25% of total water is recycled in Lease rental segment and about 5% is conserved.

For the Group, a total of 552 million litres of water is recycled and reused and 11.6 million litres is conserved. Hospitality:
Accounts for 70% of the total recycled and reused water for the Group.
Water Recycled and Reused Water Conserved in Percentage Water Recycled and Reused Water Recycled and Reused for Water Recycled and Reused
for Brigade Group for Brigade Group for Real Estate (Mn L) Lease Rental (Mn L) for Hospitality (Mn L)

25% 9% 378
70% 5% 86% 5%

92

11 11

5 49

Real Estate Lease Rental Hospitality Real Estate Lease Rental Hospitality 0 6

Mixed-use Residential Malls & WTC Hotels Clubs

Many novel initiatives and measures are implemented to reduce water consumption and increase Commercials
Commercial Residential and
groundwater recharge. Commercial

Water reduction measures:

Lease Rentals: Waterless urinals, water aerator, sensor taps with rain aerators.
Hospitality: Water flow regulators in all taps/showers, auto urinal flush systems, w/c dual flush systems, Water Conserved for Water Conserved for Water Conserved for
aerator fixed in guest rooms, sensor tap in public areas, fixed aerators for all guest and public area. Real Estate (Mn L) Lease Rental (Mn L) Hospitality (Mn L)

Water conservation measures: 9.6

Real estate: rainwater collection tank, sprinklers, drip system and replacing water with curing compound.
Lease Rentals : Drip irrigation system, rainwater storage, sprinkler system.
Hospitality: Rainwater harvesting, sprinkler, drip.
0.5 0.3 0.8
0 0.5 0 0.1

Mixed-use Residential Malls & WTC Hotels Clubs

Residential and Commercials
Commercial
Commercial

ZLD implemented across all project sites

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A. Smart Water Flow meters B. PHE (Plumbing)

The construction industry is highly water-intensive, with water required in almost all stages of • We introduced a triple plumbing system at Brigade Cornerstone Utopia, where separate water
construction. At Brigade, we are aware of the issues related to water scarcity and are very meticulous piping is done for drinking & cooking, grey treated (flushing) and Ultra filtration (UF) + grey treated
in managing our water withdrawal and consumption. We take every effort in adopting responsible and water (bathing and washing).
sustainable methods by implementing innovative practices and focusing on continual improvement in
our day-to-day operations. We approached a “Smart Water Management” service provider – “WeGOT” • Optimization of PHE pump scheme in Project Serene at Brigade Cornerstone Utopia PHE pumping
through Brigade REAP initiative. scheme – reduction in the number of pump sets without compromising functional requirements and
cost savings
‘WeGOT’ is a real-time water management solution that helps monitor water consumption from source
intake to individual consumption supported by IoT based mobile application with about 50% savings. • Colour coding – UPVC Shaft pipes
WeGOT enables water footprint traction by precision monitoring of supply, consumption and alerts on • To avoid cross-connections of domestic and flushing pipes, reclaim pipes (purple coloured)
leakage in plumbing network. Where required, immediate action can be initiated to make sure no are used for flushing pipes in the shaft.
wastage of water at facilities. • To avoid water leakage issues- Installed a water metering system for all apartments to get
notifications and consumption details on the mobile app
WeGot Smart Flow meters are installed at Brigade Buena Vista, Parkside East, Woods, Bricklane, etc. and • Reducing excessive noise and vibration of STP
the monitoring of water management & performance is in progress. • Submersible pumps are used to transfer raw sewage, sludge, filter feed pumps etc., which
also reduces the pump room footprint.
• Air blowers are placed on mother earth, so there will be no vibration transfer.
• Rooftop rainwater harvesting

Submersible pump

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C) Rainwater Harvesting at Brigade Tech Gardens (BTG), Bengaluru.

Rainwater harvesting is a simple but effective technique used to conserve rainwater by collecting, storing
and purifying rainwater that runs off from rooftops, parks, roads, open grounds, etc. for later use. As a
sustainable corporate citizen, we practice rainwater harvesting as much as possible. We have recently
completed the installation of a rainwater harvesting system at BTG, Bengaluru, which is designed based on
the meteorological data obtained from the Indian Meteorological Department. Runoff water from the roof
areas is collected in underground sumps through a filter. The stored water is either used for ground recharge
or domestic non-potable uses.

Provision of valves to drain out first rain to external drain is at the ground level. A tank is proposed in the
basement driveway level sump for terrace rainwater (i.e., converting the elevated driveway to a collection
sump) and this collected water is also used for domestic purposes after preliminary treatment.

Rootop Rainwater Harvesting system

Shot on-site: Brigade Tech Gardens

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6.4 Air Emissions & Noise Level

Air pollution and noise pollution are critical issues in many cities in India. Deteriorating ambient air quality Ambient air quality values at our select properties in real estate vertical are shown in the following graphs.
and high noise levels pose many health risks and affect the quality of life. At Brigade, we understand our All values are found to be within permissible limits.
responsibility and take every step to mitigate any air and noise pollution generated from our operations.To
ensure that air emissions and noise levels remain within permissible limits, we deploy DG sets in locations
that are away from regular public use and conduct regular maintenance. We use high end equipment to
monitor noise levels.

We regularly monitor stack emissions and noise levels from DG set at all our sites. The frequency of stack PM 10 Levels in 2021-22 (μg/m³) PM 2.5 Levels in 2021-22 (μg/m³)
monitoring is quarterly, and samples are collected and tested by an ISO 9001:2015, ISO 45001:2018 certified
and MoEF recognized laboratory. The data disclosed is representative data from one commercial unit
BTG-Commercial, Bengaluru under the Lease Rentals vertical. The values observed are found within the 100.00 100.00

permissible limits. 90.00 90.00

80.00 80.00

Stack Emission for Hospitality - Clubs (mg/Nm ) 3 70.00 NAAQ Std 70.00 NAAQ Std

52.3
60.00 Parkside North 60.00 Parkside North
49.3 49.9 50.00 Twin Towers 50.00 Twin Towers
48.8
Bricklane Bricklane
40.00 40.00
Kino Kino
30.00 30.00
Atmosphere Atmosphere
23.9
20.7 20.00 Citadel 20.00 Citadel
21.6 10.00 10.00

15.2 0.00 0.00

13.9 QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4 QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4
11.6 13.6
10.7

Woodrose Club Galaxy Club Regent Club Augusta Club

Particulate Matter Oxides of Nitrogen Oxides of Sulphur NO2 Levels in 2021-22 (μg/m³) SO2 Levels in 2021-22 (μg/m³)
(PM) (NOx) (SOx)

Stack Emissions for Lease Rental - BTG Commercial, 100.00 100.00

Bengaluru (µg/m3) 90.00 90.00

80.00 80.00
62.4
70.00 NAAQ Std 70.00 NAAQ Std
60.00 Parkside North 60.00 Parkside North
50.00 Twin Towers 50.00 Twin Towers
Bricklane Bricklane
40.00 40.00
Kino Kino
30.00 30.00
Atmosphere Atmosphere
20.00 Citadel 20.00 Citadel
10.00 10.00
24.2
0.00 0.00

QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4 QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4

11.3

Particulate Oxides of Oxides of

Matter (PM) Nitrogen (NOx) Sulphur (SOx)

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6.5 Biodiversity
Biodiversity or biological diversity is the variety of life found in any given location. This can refer to the
variety of plants, mammals, insects and birds; or habitats and ecosystems. Research shows that biodiversity
is vital to human survival and well-being.

Protection: Biodiverse habitats within cities can offer natural protection against extreme weather events like
floods and heatwaves.

Livelihoods: Preserving a diverse set of organisms is vital to protecting livelihoods like agriculture, livestock
rearing and fisheries, and providing economic security.

Health: Access to biodiverse public parks and green spaces improves physical health by reducing exposure
to pollution, and mental health by reducing anxiety and depression.

Cultural: Biodiversity is an intrinsic part of human cultural and spiritual practices.

All our projects are in locations that are not in the proximity of any ecologically sensitive areas such as
national parks, wildlife sanctuaries, biosphere reserves, biodiversity hotspots or coastal regulation zones. Before Present
We obtain all required environmental approvals and clearances before the project commences. Shot on site: Garden Area at Brigade Tech Gardens

Over the years, we have planted 60,000+ trees at various project sites and transplanted more than 300+
trees across different project locations. We have taken many initiatives to improve our efforts to enrich flora
and fauna in our property spaces. As part of such initiatives, we have successfully developed mini forests at
many of our property townships.

to protect and preserve

retain trees topsoil

measures to
prevent, conserve create
and enhance urban forests
biodiversity in
our operational
areas
Biodiversity
resolutions
eliminate the
educate all use of
stakeholders chemical Shot on site: Different fauna observed in urban forest at Brigade EI Dorado
pesticides/
fertilizers

integrate fruit
trees to attract reduce turf
birds

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6.5 Biodiversity
'Nurseries at the site' Initiative:
To make biodiversity management more effective we have recently started a new initiative of developing
nurseries at the project site itself. This helps us in planning the biodiversity mix that will be best suitable for
the project site and enable us to produce healthy plants.

Any project of more than 10 acres requires a large green space. Allocating and maintaining the nursery at the
site helps in saving fuel that would have been used for the transportation of plants from other
nurseries.

How the nurseries are maintained:

There are around 150 different varieties of plants and trees that are grown in our nurseries. These include
ornamental, air purifying, and aromatic plants. Many medicinal plants and herbs such as brahmi, lemongrass,
amruthaballi, tulasi, mint, etc. are also grown and nurtured in the nursery. Some salient features of our
nurseries are:
• Locally available manure for mixing with soil that helps in strengthening the soil quality and increasing
soil efficiency by 20%.
• Use of drip irrigation to minimize the wastage of water and maintain proper water distribution.
• Special care for preparing the right nutrient-rich soil mix according to the plants’ needs. Coco peat, red
soil, M-sand etc. for the right proportions to enable healthy plant growth.
• Shade structure provided all around the nursery for better plant growth even during peak summer.
• Avoid use of pesticide to ensure healthy soil.

Shot on-site: Nursery at Brigade Cornerstone Utopia

Shot on-site: Urban forest in creek area – Brigade El Dorado

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6.5 Biodiversity

Practices in the Nurseries: Many innovative techniques are used in the nurseries to produce healthy plants
while minimizing chemical and water usage. Some of these are discussed briefly

Air Layering is an easy method for Hydroponics is a soil less method of propagating
propagating new plants from the parent plants using water. We use waste irrigation
plant without cutting them. This method is materials from our project sites such as water
easy and efficienct for numerous trees and pipes for propagation of many plants.
shrubs.

Going Organic is about propagating

plants without any pesticide,
Seed Propagation is one of the most herbicide, fungicide or synthetic
used methods and many varieties such fertilizers. Organic liquid nutrients
as Jackfruit trees, Areca palms, etc. are work wonders for our indoor and
propagated through seeds. outdoor plants such as areca palm.

Air purifying plants clean our air while

providing us with aesthethic ambience.
Snake plant, spider plant, peace lilies
Serpentine Layering is used for
grow well in our projects. The plants
propagating vines at the project sites.
keep the indoors and outdoors oxygen
This produces fast and healthy plant
rich and pollution free.
growth with minimum use of water.

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6.5 Biodiversity

Shot on-site Brigade Tech Gardens Shot on-site Brigade Tech Gardens

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6.5 Biodiversity

Shot on-site Brigade Tech Gardens (cat’s claw creeper)

Flowers & Fruits observed at Brigade El Dorado

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6.5 Biodiversity

New Initiatives to enhance Biodiversity-

Enchanting Seasonals- For a long time we wanted to have seasonal flowers at our properties but local
nurseries were not able to fulfil the requirements. After initiating our own nurseries at the site, we now
are capable of providing seasonal flowers for the landscape for many projects. This will not only help the
environment by attracting bees and butterflies but also add aesthetic value.

Shot on-site: Garden Area at Brigade El Dorado

Shot on-site: Garden Area at Brigade Parkside North

Oxygen park – Bamboos are known for their high capacity of carbon sequestering. They are capable of
cleaning the atmosphere from CO2 generated due to the burning of fuels, oil, etc. Beema Bamboo is a
variety of bamboo that is thornless. It contains 50% carbon in all its parts as a result of carbon
sequestration. A fully matured Beema bamboo can sequester over 450 kgs of CO2 and releases up to 320
kgs of oxygen per tree within a year. This much oxygen is sufficient for one person for a whole year. It also
prevents soil erosion and has a good water retention capacity. Apart from these qualities, Beema bamboo
doesn’t attract snakes like other bamboo making it the best choice for residential and commercial projects.

Shot on-site: Brigade Meadows

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 6.6 Environmental Compliance Products and Services

At Brigade, we strictly adhere to all the relevant compliance regulations. The management team ensures that Good asset design and redevelopment or retrofit can mitigate environmental and end-user human health
all operations conform to the required performance compliance parameters with respect to environmental impacts. The effective management of existing buildings is also fundamental to mitigating impacts on the
indicators. We are compliant with all applicable environmental laws/regulations/guidelines in the country. environment and end-users.
The required compliances with respect to the Air (Prevention and Pollution Control) Act, Water (Prevention
and Control of Pollution) Act, Noise Pollution Control, Waste Management (Hazardous and Non-hazardous The construction and real estate sector is considered to have a significant impact with respect to
waste, Municipal solid, Bio-medical waste, etc.) Environment Protection Act and Rules and Resource environmental and social aspects. The impacts of the construction industry are widely visible in all stages
Conservation are strictly adhered to at all our project sites. of the product life cycle. The project execution phase is highly resource-intensive, and at Brigade Group
we try to reduce the impacts of our products and services by opting for Green Building certification. We
In the reporting period, we have had no non-compliance with respect to any of the regulations. For all our try to bring in the intervention to reduce the environmental impact in the design stage by maximizing
project sites, we follow an environmental management framework within which due diligence obligations the daylight availability and efficient HVAC designs to reduce the energy consumption and associated
are met and allow us to minimise any environmental damage that can occur during construction. Project- emissions. We aim for the highest certification rating for our commercial buildings.
wise Environment Management Plan is prepared according to Environmental Impact Assessment Guidance
Manual for Building, Construction, Townships and area development projects. As per the recommendations from IGBC, we even modify the designs to achieve the highest certification
rating. In general, Green building certifications have helped us achieve energy savings of around 20-30%
We follow all regulations as per the Real Estate Regulatory Authority (RERA Act). The RERA Act protects and water savings of 30-50%.
home buyers and helps boost real estate investments. The RERA Act helps both builders and buyers alike in
reducing unwarranted project delays and property fraud. We have had no non-compliance with respect to Although our residential projects are not certified for Green Building, we follow all best practices
RERA Act implementation in our projects. from the design perspective to reduce our overall negative impact and enhance the positive impact.
Integrating environmental considerations into product and service design may help identify new business
Land Degradation, Contamination and Remediation opportunities, differentiate products and services, and stimulate innovation in technology.

As a real estate developer, the land is a crucial element in our operations. Due to certain operations in real
estate the land can get adversely affected or can become unproductive due to contamination. Contamination
may affect soil quality, water quality, human health or other environmental or ecological receptors. Transport
Contamination may be solid, liquid or gas, in, on, or under the land or in buildings and structures. Transport of construction equipment, materials and resources to and from the construction sites has a
huge impact on the overall emissions during the construction phase.
We are happy to inform that none of our operations has impacted or degraded or contaminated the land
where our projects are under construction or in the near vicinity of our operations. We are aware of the impact created by the transport of materials, machinery and people. However, for
the current reporting period, we were unable to map the required data.
In the reporting period, we had no land that was remediated, or needed remediation for the existing or
intended land use, according to applicable legal designations. In our operations, we try to minimise any traffic disruption during construction activity by planning the
vehicle movement at non-peak times. All construction equipment operated in our projects is rented or
leased. The construction materials are sourced from third-party suppliers, and we do not have direct
control over the movement of the raw materials to our project sites. However, for any material movement
between our sites, we try to manage the movement times during non-peak timings.

Most of our construction workers live in the worker colonies provided. The worker colonies are generally
situated near the project site and hence there is no transportation of workers involved.

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PEOPLE

Overview
Employment Data
Employee Engagement
Training & Development
OHS
Suppliers
Customers
Community

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7.0 Overview

At Brigade Group, we value all our stakeholders and are committed to the best practices in all our interactions
with the stakeholders. In this chapter, we disclose information about our employees, suppliers, customers
and the community.

We have provided information consolidated at the Group level and segregated it under the three verticals. All
disclosures related to employees such as new hires and turnover, employee engagement, diversity metrics,
training and development, occupational health and safety are discussed in detail.

Suppliers and customer information is discussed briefly. Information on the various CSR activities taken up
by the Group during the reporting period is also disclosed.
​

New female Gender

employees diversity –
hired- 25% 20%

CSR OHS
spending – coverage
INR 643 lakh 100%
employees
& workers
Employee Long service Recognition
Customer
friendly - Supplier –
Qwikspec app 60% local
for handover

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7.1 Employees
Overview

Employees and workers are our most significant stakeholders. We place the highest priority on the health,
safety and well-being of our employees, which in turn helps us achieve all the success that we enjoy as an
organization.

The employee data includes all information at the group level and for all three verticals. The employee data Total Employee Number of Return-to-work rate
discussed in detail include the new employee hires, turnover, benefits to employees and workers, parental Strength Permanent Employees post parental leave

1,269 1,151 67%

leave, etc. Details on the numbers, age and gender categorization of new employee hires indicate the strat-
egy and ability of the organization to attract diverse and qualified employees. It also signifies the organiza-
tion’s efforts in implementing inclusive recruitment practices. Similarly, a high rate of employee turnover can
indicate levels of uncertainty and dissatisfaction among employees. An uneven pattern of turnover by age or
gender can indicate incompatibility or potential inequity in the workplace. It also has direct cost implications
either in terms of reduced payroll or greater expenses for the recruitment of employees.

Human Rights Fatalities Hours of Training for

complaints Employees

ZERO ZERO 32,381

Board Diversity Gender Diversity Females Hired amongst

New Employees

30% 20% 25%

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7.1 Employees (Group Level)

Compared to the previous year, we have seen an overall increase in the total employee numbers, with a rise
Employees and the workforce are true assets to any organization as the overall performance of the
of 45% among male employees and 37% among female. During the reporting period, the total permanent
organization depends on the skills and talent of the employees as well as their health and wellness. At
employee numbers have increased by 37%, whereas the number of contract employees increased by 114%
the Group level, the total number of employees is 1269, of which male employees are 80%, numbering
relative to the previous year.
1018 and women at 20%, numbering 251. Among the total employees, 91% (1151) of the employees are
permanent full-time employees, while 9% are contract workers. About 68% of the total employees are in the
Real Estate (Property Development) vertical, whereas Hospitality and Lease Rentals (Property Management)
have 24% and 8% of the total employee strength.
Employees by Gender Employees by Type
Employees Percentage Split Total Employees by Vertical and Gender
1269
1269
1151
1018 893
893
838
8% 68% 867
24% 700
659

118
300 251 55
267 193
92 208 102
10 33
Male Female Total Permanent Contract Total
Male Female Total

2021-22 2020-21
Real Estate Lease Rental Hospitality

Permanent Employees by Category Employees by Age Categorization

827

Employees by Gender Total Employees by Gender and Status 742

683

1269 591
80% 20% 1151
(1018) (251) 1081
935

251
313
216 118
83
35 256 234
Permanent Temporary / Total 176
employees Contract 151
57 58 144
88 96 76 90
8
14
Male Female Male Female Total
Male Female Total Male Female Total

< 30 years 30 - 50 years > 50 years

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7.1 Employees (Group Level)

Employee Turnover:
New Hires:
The pandemic has been a tumultuous period for employees across industries. Especially, the Indian
Employee recruitment is the activity of identifying and soliciting individuals. The Brigade Group hires talented
construction industry has been marked by a high turnover rate. The attrition rate for BEL & related companies
and qualified people. Committed to gender and generational diversity, the Group is making efforts to
is 14.5% for FY 21-22, which is at par with the current market conditions.
bring equity in hiring and recruitment. The total number of male and female employees hired was 197
and 65, respectively in the reporting year. The percentage of female employees hired is 25% of the total new
Brigade’s total employee turnover has reduced in the reporting period. There are multiple factors which
hires. Among the new hires, 50% are in the 30-50 age group, while 46% are in below 30 years age group and
help maintain a low attrition rate. Once the HR team is notified of the resignation, an interview with the
the remaining in above 50 years age category.
employee helps the organization understand the potential reasons for exit. The team always tries to make
New Hires by Gender amends in circumstances if there are organizational issues. The aim is to retain the employee.
262
Additionally, we have a strong performance management system in place which also helps modulate the
attrition rate. A career acceleration program called BRIGHT (Brigade High Talent), helps to motivate and
197
retain high performers. A strong employee engagement plan and activities throoughout the year help in
motivating and retaining the engaged employees.
110
In the reporting year, the total employee turnover of Brigade Group is 178, with 137 (77%) male employees
74
65 and 41 (23%) female employees. The maximum turnover was in the junior management category with 73%,
36 whereas the turnover rate was 21% in the middle management and 6% in the senior management category.
Male Female Total Employee turnover by age category shows that 32% of the turnover was in below 30 age group, 63% in the
30-50 age group and about 5% turnover in above 50 age group.
2021-22 2020-21
Employee Turnover by Gender Brigade Group Employees - Turnover by Gender
Brigade Group Employees -
New Hires by Gender & Category
New Hires by Age & Category 178
190

95
137 141
156 121

11 31 34
91 0 7
41 49
Senior Middle Junior
Male Female Total Management Management Management
56
12
0 29 9 35 2021-22 2020-21 Male Female
7 5 0
Senior Middle Junior 0 1 2
Management Management Senior Middle Junior
Management Management Management Management Brigade Group Employees - Turnover by Age
Male Female
< 30 years 30 - 50 years > 50 years 71

56

35

7 4
0 1 2 2

< 30 years 30 - 50 years > 50 years

Senior Management Middle Management Junior Management
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7.1 Employee Data (Group level) 7.1 Employee Data (Disaggregated data)
Parental Leave: Real Estate - Employee Data

At Brigade Group, we follow gender equality and provide women employees with a range of opportunities Employees are the ones who contribute effectively toward the successful functioning of the organization.
to advance their personal and professional growth. We support our women employees with flexi-work hours Employees play an important role in influencing culture at workplace. In the reporting period, the total
and take care of their well-being through innovative initiatives. number of employees is 867, of which 76% are male and 24% are female. The permanent employees are
808 in number, whereas the temporary workers are 59. Among the permanent employees, 77% are male
During the reporting period, we had a total of 27 employees who availed of parental leave, 18 were male and 23% are females, and among the temporary workers 39% are females and 61% of employees are male.
employees and nine (9) female employees. Among the female employees, we have had a 67% return rate
Total Employees Employees by Status and Gender
in the reporting period and 83% of these women employees continue to work with us 12 months after they
have returned from parental leave. The remaining 33% are expected to return to work in the next financial
659
year. 623

S.No Details Male Female Total

1 No. of Employees entitled to Parental Leave 547 125 672

208
2 No. of Employees who availed Parental Leave 18 9 27 185

36
No. of Employees who returned to work 23
3 18 6 24
after Parental Leave ended Male Female Male Female
No. of Employees who returned to work Permanent Temporary
4 after Parental Leave ended and were still 18 5 23 Contract
employeed 12 months after their return to work
The total number of employees in the senior management category is 86, which is about 11% of
the total employees. About 32% of the employees are in the middle management category and
Employee Benefits:
57% of the employees are in the junior management category.
Employees are our main assets. The Group is committed to offering employees a safe and healthy workspace
along with benefits and perks. The quality of benefits for full-time staff is a key factor in retaining employees.
The employee benefits provide a measure of the organization’s investment in human
resources. Employees by Category
All permanent employees across our office locations receive employee benefits and perks as follows:  
334
• PF/ESI   • Group Medical Insurance  
• Gratuity   • Parental Leave   211
• Bonus/Exgratia   • Incentives   78 127
• ESOPs   • Long Service Award 8
50

• Group Personal Accident   • Subsidized Cafeteria Facility   Senior Middle Junior

• Creche Facility at special rates • Transport Facility for remote Projects Management Management Management

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7.1 Employee Data

Employee Turnover:
Real Estate - Employee Data
In the reporting period, the total employee turnover was 125, out of which 70% were male and 30%
Categorizing employees by age reveals that 71% of our employees in the real estate vertical are in the 30– female employees. The employee turnover for junior management category was highest at 70%, while the
50 age group, 21% of the employees are in the less than 30 age group and the remaining 9% in the above in the middle management category, it was 24% and senior management accounts for the remaining 6% of
50 category. In below 30 age group, 68% are male and 32% females. The 30-50 age group has 79% male the total turnover. Employee turnover was highest in the 30-50 years category accouting for 70% while for
employees and 21% female employees. In the above 50 age group 84% are male and 16% female employees. below 30 years, it was 27% and above 50 years age it had the lowest turnover of 3%.

Employees by Age Employees Turnover by Category and Gender

451

58

30
22
8
7
0
113 54 120 59
11 Senior Middle Junior
< 30 years Management Management Management
30 - 50 years > 50 years
Male Female Male Female

New Employee Hires: The total number of employees hired in the reporting year is 180, with female
employees at 31% and male employees at 69%. Most of the employees hired are in the junior management
category and in below 30 years of age group. 54% of the employees hired are in the 30–50 age group, while
43% are in below 30 age group and the remaining 3% are in above 50 years age group. Employees Turnover by Category and Age
55
Employees Hires by Category and Gender Employees Hires by Category and Age 33
26
6
90 0 1 2 2 0

76 < 30 years 30 - 50 years > 50 years

62
Senior Middle Junior
48
Management Management Management
24 29
10 8
0 7 3
0 1 2 0
Senior Middle Junior
< 30 years 30 - 50 years > 50 years
Management Management Management
Senior Middle Junior
Management Management Management
Male Female

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7.1 Employee Data

Lease Rentals New Employee Hires:

In the reporting period, the total number of employees is 102, with 92 permanent employees and 10 In the reporting period, the total new employee hires in the Lease Rentals was 21, of which 18 are male
contract employees. Of the permanent employees, 90% (84) employees are male 10% are female and 3 are females.
employees. Among the contract employees, there are eight (8) male and two (2) female employees.
The senior management category had 10% of new hires, while middle management had 23% and the
maximum hiring was at the junior management level at 67%. Out of the total new employee hires, about
Total Employees Employees by Age 19% are in below 30 years age group, 71% in the 30-50 age group and 10% in above 50 age group.

6
5

102
92
80
Employee Hires by Category
10 73
8
10 1
6 12
84 92 7
2 6 0
2 4 2
8 0 1
Male Female Total
Male Female Total Senior Middle Junior
Management Management Management
< 30 years 30 - 50 years > 50 years
Full-time Temporary / Total
(Permanent) Contract Employees Male Female

Employee Hires by Age

The total number of employees in the senior management category is seven (7), and it is about 8% of
the total permanent employees. About 29% of the permanent employees are in the middle management 10
category while the maximum number of employees are in the junior management category at 63%.   5
4 2
0 0 0 0 0 0 0 0
< 30 years 30 - 50 years > 50 years

Senior Management Middle Management Junior Management Workers

58

54

27
23

7 4 4 7
0
Male Female Total

Senior Management Middle Management Junior Management

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7.1 Employee Data Hospitality

Employee Turnover:
In the reporting period, the hospitality vertical had a total of 300 employees, with 251 permanent
Employee turnover during the reporting period was 16 with all of them being male. In terms of category, and 49 contract employees. Among the permanent employees, 90% are male and 10% female employees.
about 69% of the employees are in the 30-50 age group, 25% in the more than 50 age group and about Of the contract employees, 80% are male and 20% female.
6% in the less than 30 years age group.

The maximum turnover rate is seen in the middle management category at 44%, while in the junior
management category it is 38% and 18% in the senior management category.
Total Employees Employees by Contract and Gender

Employee Turnover by Age 228

228

7 39
3 23
1 1 2 2 23 10
0 0 0
Male Female
< 30 years 30 - 50 years > 50 years Male Female
Full-time (Permanent)
Senior Management Middle Management Junior Management
Temporary / Contract

Among the total permanent employees, 89% of the employees are in the junior management, with 9% in the
middle management and 1% in the senior management category.

Employees by Category and Gender

Employee Turnover by Category
223
203
7 6
3
0 0 0

Senior Junior
Middle
Management Management
Management

Male Female

25
22
20

Female
3 3 3
0
Senior Middle Junior
Management Management Management

Male Female Total

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7.1 Employee Data
New Employee Hires:
Parental Leave:
The total number of new employees hired is 61, with 55 male and six (6) female employees. The maximum
number of new employees hired are in the junior management category with 98% and the remaining 2% in During the reporting period, seven employees took parental leave. All seven have returned to work,
the middle management category. Categorizing the employees by age shows that the maximum number of recording a return-to-work rate of 100%. We’re also happy to disclose that employees who availed paren-
new hires are in below 30 age group, with 67% in below 30 age group and the remaining 33% in the 30-50 tal leave are continuing to work with us, even after one year of parental leave.
age group.

New Employee Hires by Gender New Employee Hires by Age Employee who took Parental leave-2021-22
6
54 41

19

1 1
6 0 0
0 0 1 0 Senior Middle Junior
Senior Middle Junior Management Management Management Male Female
Management Management Management
< 30 years 30 - 50 years
Male Female

Details Male Female Total

Employee Turnover:
The total employee turnover in the reporting period was 37, with 33 male and four (4) female employees. No. of Employees who availed Parental Leave 6 1 7
Among the female employees, all four are in the junior management category and among the male
No. of Employees who returned to work after Parental
employees, two (2), about 5% are in the middle management and 96% in the junior management category. 6 1 7
Leave ended
The employee turnover rate in below 30 age group is 40% and it is 60% in the 30-50 age group.
No. of Employees who returned to work
after Parental Leave ended and were still 6 1 7
Employee Turnover by Age Employee Turnover by Gender employeed 12 months after their return to work

31

22

13
2 2 4
0 0 0 0 0 0 0 0 0
< 30 Years 30 - 50 Years > 50 Years Senior Middle Junior
Management Management Management

Senior Management Middle Management Junior Management Male Female

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Digital / IT transformation 7.2 Employee Engagement

a) Qwikspec mobile app for unit handover

Construction work undergoes a lot of quality inspections and assurances from the projects team at the An engaged employee brings the best to the workplace, is emotionally connected and is motivated. As an
site to complete the unit handover to the customers. The inspections and assurances are carried out by employer, Brigade Group values employee's loyalty and productivity and looks after the overall job
the site engineers and QA engineers. The inspection report and quality reports are then shared with the satisfaction of the employee. Engaged employees are the backbone of a strong business. However, there are
CRM and CCS team for updating the customers, on registration and handovers. This communication and certain areas of working with employees which are considered basic and fundamental and then the
coordination between the functions happen over e-mails, WhatsApp and phone calls; and the status of organization looks at various other ways that helps in connecting with the employees.
the units is not easily visible/traceable to the senior management. To fix this problem of coordination, we
deployed a Brigade REAP-mentored startup called Qwikspec. Nurturing a culture of ‘mutual TRUST’ has been an important step in this journey. We believe that if
employees trust the people they work for, take pride in what they do, and enjoy working with peers and oth-
By using the Qwikspec application, engineers can easily capture data on snags and update after fixing, er colleagues, this can only have positive outcomes. High performance, high trust culture is built on the fun-
request for inspection, and generate snag reports from their mobile. Information can be made available damentals of credibility, respect, fairness, pride and camaraderie. The outcome of this is happy workforce
to other functions when required. Dashboards are developed for senior management to track the status and recognition for Brigade as the "Great Place To Work" for 12 consecutive years. We have also retained the
of units and manage the operations of the site. Using Qwikspec, the QA team can quantitatively analyze feat of being among the best in the Industry – 'Construction & Real Estate. The recognition reinforces our
the data, identify the areas that require focus/improvement and make suitable recommendations to the firm belief that people are one of the prime movers in fueling corporate growth & success.
Projects Team and to the management.

Overall, the app unifies all the internal functions involved in the unit handover process. We have also
integrated Brigade Plus, our one-stop solution for all interior needs to customers before handover, to those
who have opted for the same. We have initiated the Qwikspec system on a trial basis at Brigade Cornerstone
Utopia and are gradually implementing it for all our project handovers.
b) Digital transformation
The engineering department generates about 600 requests for approval every month and as the approval
is a six layered process and when done over email it is time consuming. The documents are consolidated
by the QS department and forwarded to Finance Department for final clearance.
With digital transformation in our systems, the following benefits are observed:
• Improved traceability
• No e-mail follow-ups
• Digital data availability
• Rework option in workflow
• Ease of Inter department approvals
When the outcome was measured it was found that a total of 4706 documents generated for a certain
time period led to saving of 300+ person-hours after start of this programme.
• Booking and Sales: The booking and sales are traditionally done manually. and later the documents
are scanned and entered into the systems manually. The data is usually not in sync when the booking is
completed to when it starts. When the digital initiation started, reduction of data errors, empowered
customers, scalable system & consistency, direct data transfer to C4C and digital signing got enabled. This
Great Place to Work Disntinction for 12 Consecutive Years
helped in the distribution of workload and reduced time for booking from 150 min to 40 min. This is a
scalable and consistent system and it eliminated the human effort.
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7.2 Employee Engagement

Our people practices:

Some of the initiatives that seem to have contributed to our distinguished performance as an organization
are related to recruitment, some to equal opportunity and exposure, employee assistance, celebrations,
performance appraisals, and leadership training, etc.

Highlights of our recruitment program are:

• Campus engagement with Tier -1, 2, and 3 cities.

• AI-based Robust Automated Talent Acquisition process.
• Neutral Interview Panel and adherence to our core values while recruiting.
• Emphasis on Diversity & Inclusion while hiring.
• Equal Employment Opportunity for all genders.
• Robust Employee Referral Scheme.

Employee Work Initiatives

• STAR Award Policy
• Employee Assistance Program – tie-up with YourDost.
• Mother-To-Be- Celebration of Motherhood
• Big-6-Employee Engagement Club
• Employee Friendly HR Policies
• Celebrating employee milestones
• Fun @ Work initiatives
• Festival Celebrations
• Employee development through Skill and Leadership Development Programs
• Digitization and Automation
• Robust employee Feedback Mechanism
• BRIGHT- Fast Track Career Accelerator Program
• Performance Review and Reward System
• Succession Planning
• Safety of Women Employees
• Top-down Communication
• Strong Grievance Redressal Mechanism
•@ HR Connect to connect with employees
• Employee's involvement in CSR activities

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7.2 Employee Engagement

Communications and Nurturing Leadership Strategy Brainstorming Sessions: Strategy Brainstorming Session is an annual one-day forum where the
Brigade Leadership team along with Tier 2 leaders connect, collaborate, and develop the current and
future strategic objectives along with the team. In the Strategy meeting, the leadership team brainstorms
Brigade Townhall Meet: A bi-yearly, half-day event is celebrated in a big way. The theme for the event is the challenges faced by the company, using the Involve, Ideate, Innovate & Implement policy to create a
'Inform & Involve', which strongly emphasizes our value system. It was conducted virtually this year. This clear vision of the future business; identify immediate, short-term, medium-term, and long-term priorities;
forum appraises employees on the business environment and the organization's long-term goals. This also and to create a roadmap with clearly defined accountabilities and action plan.
provides an opportunity for the employees, to share their ideas, as well as acts as a stimulus, for others to
aspire for growth opportunities.

Our CMD and various SBU heads shared the real-time updates on their respective Business Units. Business
updates are best understood when directly communicated by the team leaders.

BRIGHT- Brigade's High Talent: BRIGHT is Brigade's talent development/Career progression initiative for
Brigade's High Talent. Through this initiative, we provide developmental opportunities by creating a clear
roadmap of developmental areas with tracking & monitoring the progress and providing coaching and
mentoring benefits. Through this, we intend to develop an internal talent-building leadership pipeline
& succession planning. Engaging and retention of key talent, accelerating talent development. Staff with
consistent performance ratings for consecutive years are considered for this program. The identified BRIGHTs
undergo an individual assessment of Psychometric and Leadership traits through a scientific tool. This will
enable the development of leadership skills, identify thrust areas for enhanced Learning, and creates a
talent pipeline for career progression.

Business Challenges Meeting: Effective speaking builds high-performance culture and trust. And open
communication increases employee morale, productivity, and commitment to the organization, boosting
company revenue and enhancing employee engagement. Therefore, an open culture that encourages
transparent and two-way communication with all stakeholders is a way of life at Brigade Group.

To facilitate this, we organized Business Challenges, a solution-finding focused work. It was a two-stage
workshop with an initial brainstorming session in groups of cross-functional team members, followed by the
presentation of solutions and action plans with an indicative timeline for implementation. The consolidated
list of operational issues/business challenges is shared with respective SBU/dept heads to review and
prioritize for group discussion. The final ideas/suggestions are submitted to the CMD /Senior Leadership
team for review.

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Diversity International Women's Day: We had an Interactive session on Money Matters by Ms. Aarti along with the
Sustainable Living Workshop and Flow Art Session by BCC Team. Ms. Nirupa Shankar and Ms. Pavitra
Shankar, Directors, shared their experience on work-life balance and breaking stereotypes. Women
Diversity and Inclusion: Brigade Group has always been an equal opportunity employer. Some of the senior employees were presented gift vouchers, and the day ended with a healthy Hi-Tea. We are committed to
positions at the Brigade are held by women leaders, who are experts in their fields. These women leaders women's empowerment and helping women to take up leadership roles within the company. As part of
have risen to rank and groomed themselves to become exceptional professionals and managers. this programme, we not only celebrated International Women’s day in a big way but connected again in
November 2021. This meeting was focused on brainstorming the challenges the women employees were
• The arcade at Brigade Orchards is a 3,00,000 sq. ft. office space designed by all women's teams. facing, gaining insights into any other issues that the women employees were confronting, and creating
• The second edition of Orion women empowerment, the women's day initiative focused on celebrating an action plan with solutions.
women's achievements, was dedicated to the women who are making a difference during covid-19.
The women champions felicitated on Women's day include Roopa D IPS, Kavitha Lankesh, Film director,
Dr. Sandhya Raghu, Doctor, BMCRI Super Specialty Hospital. Premila Andrews, Moya Caddy, Arundhati
Ghosh, Srijana Pradhan, Madhumita Venkataraman, and Vieshaka L Dutta.
•We have officially teamed up with Uber cab services for women employees.

S. P. Shubha Vani and Rohini B.M. awarded Reality+ Women Icon

Awards under the categories "Women Achievement in HR and
Women Achievement in Legal Practice

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7.2 Employee Engagement

Fitness and Sports:
Fitness@Brigade: Brigade has defined fitness not in reference to someone else but being better than one’s
Participation in Bengaluru Marathon: Running is a great way to increase our overall level of health. previous self, so everyone can become fitter than they are. We realized that everyone needs some rhythm
Research shows that running can raise good cholesterol levels while helping grow lung function and use. and a reminder, so a 28-day Fitness@Brigade competition helps Brigadiers get into the loop of a healthier,
In addition, running can also boost your immune system and lower your risk of developing blood clots. We happier, and a more productive lifestyle. Split over four weeks, there are several challenges that employees
encourage our employees to participate in Marathon and lead healthier lives. We sponsored nearly 50 opt for:
employees of the Brigade Group. • To walk at least 10,000 steps a day and individually reporting this back to Administration and the
HR departments weekly
Corporate Sports Events: All work and no play leads to dullness and that’s what we would like to avoid for • Steppingstone
our employees. Among the various forms of pushing for employee wellness, we focus on sports and fitness • Yoga
alongside work to ensure good health and employee productivity. We organize many sports events and • Meditation
encourage our employees to participate in the intercorporate sports event. We have formed a corporate • Other Fitness activities
sports team representing Brigade in the Intercorporate Sports competitions. Recently a team representing
Brigade Group took part in the Box Cricket tournament organized by SILA. The team comprised six players The Tyro and the Champ were two categories that participants could opt for. Over the months of
and two substitutes. The Box Cricket involves a stand-and-bowl cricket format played on a 6x6 turf. The team September and October, Participants could opt between the Tyro Category, which targeted beginners, where
and selection of the captain were made based on past performances. A practice session was arranged for the a participant had to cover at least 70,000 steps within a week for eligibility, and the Champ category, where
players to get acclimatized to the turf and playing conditions and prepare for the match ahead. a participant had to cover 1.5-lakh steps within a week. Participants were free to use any fitness band or
app installed on their mobile to calibrate the steps. After completing the week's target, the employees were
required to send the snapshots of their weekly targets to the employee engagement team. Once all the
entries were received, the participants were judged, and the results were announced, wherein the winners
walked away with gift vouchers from Shoppers' Stop. Through this initiative, we intended to foster the
culture of being physically fit and active.

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7.2 Employee Engagement

Festivities and Culture
Vaccination drives: Reinforcing our commitment to the health and safety of our workforce, we tied up with
Health Card-Health Management system: A healthy and engaged workforce always ensures a positive and reputed hospitals and arranged vaccination drives for not only Brigadiers but their families as well.
motivating workspace that improves productivity, drives business results and fosters employee delight. So,
it's vital to have an Employee Health Management system to ensure a healthy workforce. This also helps us Employee Emergency Fund: To extend a helping hand to those in need, we have set up an 'Employee
be aware of varying health conditions, take care of ourselves and our family, and contribute to organizational Emergency Fund'. Through this fund, we will be able to extend financial assistance to employees who are in
growth. In line with this, we collected the health details of employees through the "Employee Health Card," need, in addition to the corporate service being provided.
which will help us to have important information on individual health parameters of Brigadiers that may be
needed at the time of crisis to assist/provide medical assistance as required. This enabled us to have a ready Goodbye, Stress. Hello wellness: As a Group, we facilitated initiatives to help our employees handle stress
reckoner on the crucial health parameters of the entire workforce. New joiners to the Brigade Group are also at work or at home. We believe that stress has a direct impact on output and the efficiency of the
required to fill in the health status forms before joining the company. employees. Regular stress management and wellness sessions were conducted, and several other forums
were organized. Leading training institutions such as APEX, Lee Hatch Harrison, ZR Consultants, and doctors
Employee Assistance Program (EAP): We fully understand that in today's work environment, the emotional from the Columbia Asia Hospital were involved in the programs, which received overwhelming participation
health of employees is essential, and it is as important as their physical health. To help in this matter, from the employees of the Group.
we have entered a close partnership with YourDost, a specialized counselling organization that provides
counselling services to all our staff and their dependents. The Group fully bears the cost of this service. Big-6 Employee Engagement Club: When people are emotionally invested, they want to contribute. The
YourDost aims to provide professional help to all employees and their families to enable them to manage main objective of the Big 6 Employee Engagement Club is to make all the Group employees emotionally
stress and work-related anxiety. All Brigadiers are enrolled for this service. The topics on which they were motivated at work, be healthy and fit, which would bring work-life balance to them. The Big 6 Employee
counselled vary from marriage, self-development, relationships, parenting, mental health, and work- Engagement Club is a cross-functional team with an underlying theme of the 3 C's - Connect employees
related issues. The new normal induced by the COVID-19 pandemic has kept everyone apart. This has forced emotionally, Communicate core values, and Collaborate - create cross-functional teams and enhance trust.
everyone to stay away from loved ones, friends, and colleagues, increasing stress and anxiety levels. With Cross-functional teams drive employee engagement initiatives, break down silos, and act as a gateway for
24/7 services available in over 20 languages, the platform provided employees access to experts during the business alignment, greater involvement, and a customer-centric mindset. To enable this, all employees at
difficult times of the COVID pandemic. To provide a platform for the staff to address these concerns and have Brigade are divided into six teams, each representing our Core Value - QC First, viz. Quality Team, Customer
emotional stability, the Brigade Group has partnered with "YourDost" to bring Emotional Wellness to the Centricity Team, Fairness Team, Innovation Team, Responsible Socially Team, and Trust Teams. Through this,
employees and families. This is a tech-enabled platform for emotional health with complete confidentiality the Group aims to connect employees with Brigade Core Values, resonate with their values and have a sense
of individual identity for those who would approach YourDost to seek help on their concerns. In addition, of belongingness. The Senior Leadership's role in employee engagement cannot be ignored, and they play
YourDost will conduct periodic virtual knowledge-sharing sessions on common subjects. a vital role in the success. The Group's BU heads are assigned the role of 'Mentors' for each of these teams,
and they help reinforce positive experiences. The Big 6 team drives the Employee Engagement Initiatives at
Brigade.

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7.2 Employee Engagement

Festivities and Culture Nada Habba celebrations
Secret Santa & Deck the Desk: We believe in making workplace more vibrant & cheerful by celebrating
festivals. On the eve of Christmas, ‘Secret Santa’ & ‘Deck the Desk’ competitions were held to spread the
festive cheer. It’s where employees give & receive gifts from their co-workers & try guessing who their
Secret Santa is. Many employees showcased their creative skills by decorating their desks. There were
many active & creative participants in the game.

Luck on your Side: To spread the festive cheer among the employees, Lucky Dip was organized, where
every day nine employees got surprise gifts from Santa.

Nada Habba: This was a Dussehra celebration at Brigade Group, with a difference. An employee
engagement version of Dussehra paved the way for the hidden talents of Brigade Group employees to
come to the fore. The Group's employee engagement team curated a platform of competitions, which
included 'Master the Mic (singing competition), We Speak Dance (dance competition), Sketchers (drawing
competition), Recycle, It's Your Future (best use out of waste competition) & Festive Colors (Rangoli
competition). The Nada habba competition was held on 13th October 2021, a day before Dussehra.
Winners were selected by a panel of judges following an intense and engaging judging process. The
winners walked away with gift vouchers.

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7.2 Employee Engagement

Lil Buds: Talent Show Competition for Kid Brigadiers: Children are budding stars; the more you embrace Governance and workplace-related initiatives: This refers to the framework designed to manage, organize
them, the more they shine. On this Children's Day - 14th November 2021, we had set the stage for our little and direct the organization. We have adhered to all Governance policies and frameworks required for the
brigadiers to showcase their talents. We had organized the below competitions; more than 100 junior workplace. Prevention of Sexual Harassment (PoSH) Policy, a whistle-blower policy and other offer a safety
Brigadiers participated in the event and won prizes. net for all employees. Brigade has a mechanism for employees to raise their concerns about any
unacceptable, improper, or unethical practice being followed in the company.
• Master the MIC- Singing competition
• Little sketches – Drawing competition Exit Interview: We at Brigade strongly believe that every employee who chooses to leave may have
• We Speak Dance- Dance Competition suggestions and advice for us. Therefore, we at Brigade listen to every employee who leaves the
organization through the 'Discerning @ Departure' program. Employees can select the Exit Interview Panel,
which includes the senior management and the HR team members. We carefully listen to their feedback and
Gratitude week celebration: On "Teachers Day," we expressed gratitude towards our Mentor/Manager/ analyze them to improve the work culture and discuss with senior leadership for continuous improvement.
Colleague @ Brigade who has inspired/mentored/guided us by sending them a "Thank You, Card” We organize a formal review of graduate engineering trainees and management trainees. Graduate
engineering trainees are encouraged to share their experiences with the senior management team. Any
issues being raised are dealt with the utmost care by seniors. We at Brigade treat all our employees as our
internal customers, and 'Customers first' is our policy, be it internal or external customers. Bi-annual surveys
are used to keep the employee concerns at the forefront of our employee engagement program.

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7.3 Training & Development

The disclosures related to Training and Development provide insight into the time and effort the
Buoyance – personality
organization is willing to put into the overall development of its employees. It gives an idea of the Udemy
development – A hybrid model Learning
organization’s investment in the employees in terms of time and money, and how the training Virtual
of classroom and online programs for
programs cover the entire employee base. training Coursera
employees
STEP - for online, personalized partners
Training refers to all types of vocational training provided to employees for skills up-gradation and include LinkedIn learning
English courses
internal training courses. At Brigade Group, we provide our employees with different opportunities
to upgrade their skills. We worked with a few external partners to help our employees enhance their
digital capabilities across different domains. Some of the learning programs conducted for employees
include buoyance personality development – a hybrid model of classroom and online, and STEP - for
online, personalized English courses. We are associated with virtual training partners - Udemy &
Coursera online courses, LinkedIn learning, etc. We measure the effectiveness of the Training
conducted through four levels from the Kirkpatrick evaluation model.
Employee development is critical to an organization's success and therefore investing in the learning and
development of the employee is important for the growth of the employee as well as the organization.
Growth in this context refers to technical competency, skill development and knowledge transfer, as well as
Reaction, measure how participants react to the training in terms of satisfaction. employee well-being, behavioural, and other critical growth factors.
Level 1
Feedback is collected from participants after each training.
Our comprehensive training program is based on employee performance appraisals and future industry
requirements. The impact of the pandemic had enforced a digital work format and we were fully equipped
Learning, analyze if the training subject was clearly understood by the participants to handle the virtual workplace, as well as manage and manoeuvre the shift, and have a work-life balance.
and if the training helped increase knowledge, skills or experience. Quizzes, This was possible due to the training provided to the employees.
assessments and tests are conducted for identified programs and certification is done Brigade Group has conducted various training programs for employees. Trainings are categorized as techni-
Level 2 accordingly. Some of the certification programs conducted are MS Excel training cal training, leadership programs, behavioural training, soft skills, digital and cyber security, etc.  
(Basic, Intermediate, Advanced), MS Project, CyberSec, etc.
Employees received a total of 32,381 hours of training, while workers received a total of 5,57,773 hours of
training.

Behavior, look at if the participants are utilizing what they learned in the training, for
Level 3 example, change in behaviours. SAP Trainers at Brigade, Business Communication Skills,
The Empowered ME

• 32,381 hours of training for employees

• 5,57, 773 hours of training for workers
Results, determine if the training had a positive impact on the business/organization.
Level 4 Take feedback from HODs and the appraisal process.

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7.3 Training & Development

The average training hours for male and female employees are 28 hours and 29 hours respectively. The
total hours of training for employees are 32,381 and for workers 5,57,773 hours of training. The total train-
ing has increased by 64% when compared to the 2020-21 reporting year. Employees in the junior manage-
ment category were given 20,378 hours of training, which is about 63% of the total training given.

The average training hours for both male and female employees has nearly doubled relative to the previ-
ous year. This year, training was conducted in 1500+ categories.

Hours of Training Average Training Hours

20378

16027

9928
8177

4351 28 29
1867 1964
1751 15
46 15 97 61 14
Male Female Total Male Female

Board of Directors Senior Management Middle Management Junior Management 2021-22 2020-21

Major Training Areas

Change and business management continuity

Leadership Program

Behavioral

Digital IT and Cyber security

Technical skills
Governance (legal and compliance)

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7.3 Training & Development

Real Estate

During the reporting period, the training for employees and workers under the Real Estate vertical under-
went training for more than 1000+ topics, categorized under behavioural, change and business continuity,
technical, soft skills, employee development, digital and IT skills, etc., Trainings specific to construction
activities such as Aluminium formwork, bar bending and shuttering, blockwork masonry, and plastering,
etc. were provided to the employees based at the project sites.

The total training hours for employees are 24,968 hours, and for workers, it is 5,56,366 hours, with the
average training hours for the male employee being 32 hours and that of a female employee was 31 hours.

Total Training Hours for Employees Average hours of training

10671
for employees

6840
32
31

3952

1780
1527
97 52
34 15 0

Board of Senior Middle Junior Support Male Female

Directors Management Management Management Staff
Male Female

• Nearly 100% increase in number of trainings relative to previous year

• 24,968 hours of training for employees
• 1000+ training categories
• 3952 hours of training for women in the Junior Management

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7.3 Training & Development

Lease Rentals
During the reporting period, 27% of all the need-based training was in the Digital IT cyber security
area, 19% was in the change and business continuity area, 15% in the soft skills area and 14% in the During the reporting period, employees and workers under the Lease Rentals vertical received training
behavioural areas. on more than 270+ topics, categorized under behavioural, change and business continuity, technical, soft
skills, employee development, digital and IT skills, etc.
The total hours of training given to the workers are 5,56,366 in the real estate vertical. Out of this 131
hours of training were given to female employees and 5,56,235 hours of training were given to the male The total training hours for employees are 2278 hours with male employees receiving 2074 hours of train-
employees. ing and female employees at 205 hours. The average training hours for male employees was 24.7 hou
rs and that of a female employee was 25.5 hours. The workers had a total of 352 hours of training.
Of the total training hours, the middle management received the maximum hours of training at 1163
Training Hours of Workers hours, followed by the junior management at 1047 hours, senior management at 55 hours and board
members a total of 12 hours.
5,56,366
5,56,235
An average of 25 hours of training has been given to male employees and 26 hours of training to fe-
male employees.  

Total Training Hours by Employee Category Total Training Hours - Workers

1069
938
254

31 98
95 110
55
Male Female Total 12 0 0

Training Categories Board of Senior Middle Junior Male Female

Directors Management Management Management
1%
6% Male Female
19% 1%
2%
14% 2%
1%

Average Per-Employee Training Hours

15%
27% 25.50
24.7
12%

Digital IT cyber security Technical skills Soft skills

Leadership and team building Legal Sustainability Male Female

Employee engagement Change and business Behavioral

management contunity
OHS and well being Governance
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7.3 Training & Development

Hospitality
Lease Rentals
During the reporting period, in the hospitality vertical, the total training hours is 5136 hours with the
The training categories for employees in the Lease Rentals vertical were behavioural, technical, change and junior management employees receiving the maximum hours of training at 4707 hours, of which 93% of
business continuity, governance, soft skills, digital /IT, health & well-being, etc. Among the different training hours were for males and 7% for female employees. The middle management received a total of
categories of training, about 20% were in the digital / IT area, 17% in the change and business continuity, 397 hours of training and senior management 32 hours of training.
15% in soft skills, 8% in technical areas, etc.
The workers in the hospitality vertical received a total of 1055 hours of training, with male workers
The total hours of training given to the employees is 2279 in the Lease Rental Vertical. 19% of training is receiving a total of 967 hours and females 88 hours.Among the employees, male employees received an
given in the change in business management area, and 13 % of trainings in the behavioural sector. average of 21 hours of training, whereas female employees received 18 hours of training.

Training Categories

1%
17% 7%
8% 19% Total Hours of Training
3% 4707
4418 4418

Average Training Hours

397
268 289
20% 32 129
8% 15%
0 All employees 20

Male Female Total

Senior Middle Junior Female 18
Digital IT cyber security Technical skills Soft skills Management Management Management
Male 21
Leadership and team building Employee engagement Change and business
management contunity Training Hours for Workers
Behavioural OHS and well being Governance
1055
967

88

Male Female Total

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7.3 Training & Development 7.4 Occupational Health and Safety

Health and Safety Management Systems
The training categories for employees in the hospitality vertical included change and business Occupational health and safety management systems serve as an effective approach to managing and
continuity, technical, behavioural, soft skills, digital /IT, health & well-being, etc. Among all the continually eliminating hazards and minimizing risks. It is a systems-based approach that seeks to integrate
categories of training, about 49% were in the technical skills, 13% for change and business continui- occupational health and safety management into overall business processes. The health & Safety Manage-
ty, 12% in digital & IT related, 10.5% for health and well-being, etc. ment system ensures a well-defined process for all the health and safety practices across our offices and
worksites. We are certified for Integrated Management System, including ISO 45001:2018. The standard
ensures that we are proactive and systematic in identifying, assessing and monitoring health and safety
risks and opportunities. During every stage of work, we determine and assess the risks and opportuni-
ties, relevant to our operations. All information about the risks and opportunities; processes and actions
are well documented. Risks are assessed using a standard severity versus likelihood health and safety risk
Training Categories assessment. Risks if not managed effectively may well cause more than just accreditation issues. Oppor-
tunities for improvement of health and safety can arise from the performance and management of the
0.93 13 health and safety systems.
0.5
12 All our employees and contractual workforce are covered under the Health & Safety Management System.
10.5 0.7 2 During the reporting period, we had a total of 1018 male employees 251 female employees and 6996
0.23
contractual workers.

OHS Coverage for Workforce

6996 6996
4.44
6 45,351
49

1018 1018 1018

Digital IT cyber security Technical skills Soft skills
251 251 251
Leadership and team building Legal Sustainability
Permanent Workforce (Men) Permanent Workforce (Women) Contractual Workforce (Men)
Employee engagement Change and business Behavioral
management contunity Total Covered under Total Covered and Total Covered for External
OHS and well being Governance OHS internally Audited Audit and Third party
Certification

All other compliances required for the effective management of the construction and real
estate operations are strictly adhered to. A few of the other compliances followed at our
worksites include Labor License, Interstate Migrant Registration, Workmen Compensation Policy
(WCP), Provident Fund, BOCW Act registration of workers and Contractors All Risk (CAR) Policy.

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7.4 Occupational Health and Safety

We ensure the quality of the process by conducting regular training, toolbox talks, following daily
Hazard Identification, Risk Assessment & Incident Investigation applicable checklists, permits and formats, and maintenance of plant and machinery. Job-specific
training is conducted before commencing the work. Leading and lagging indicators are captured
At our work sites, we conduct regular hazard identification and risk assessment (HIRA) of all and analyzed, and monitored on basis of reduced incidents, near misses, first aid, unsafe acts and
construction-related routine and non-routine activities before commencing the work. The HIRA is reviewed unsafe conditions. Any obstacles to the implementation of these processes are removed for
every six months and revised for any changes and any new activity that is included. Some of the routine workers who might be more vulnerable to the risk of a work-related injury or ill health by
activities in the construction site are site clearing, excavation, shuttering, concreting, block work and plas- providing occupational health and safety training and information in a language easily
tering, whereas the non-routine activities are the erection and dismantling of tower crane, temporary pas- understood by workers.
senger lift, material hoists, batching plant etc.,
We make sure that the personnel in charge, who is responsible for the quality of implementation
A hierarchy of controls is applied to eliminate the identified hazards and minimize risks. The control should possess good working experience in all construction activities and should have previously
mechanisms followed at our sites are elimination, substitution, engineering controls, administrative worked or assisted in preparing the HIRA register. The progress and efficiency of the system are
controls and PPEs. A few of the control measures practiced at project sites are safety nets, lifelines, fall ar- evaluated by checking the first aid cases, near misses and accidents, this helps us to improve the
restor systems, closing all the cutouts, lift shafts and plumbing shafts that are used at worksites for safety weak areas. The process to identify hazards and risks related to incidents are reviewing the iden-
purposes. These control measures are monitored daily during site visits and ‘Monthly Helmet of Honour’ is tified hazard and risks for the effectiveness of the implemented controls. Manufacturers’
provided as a motivational incentive for adhering to the best practices followed by workers. information and previous incident/accident records were also analyzed to identify the risks. Hier-
archy of control normally leads to the implementation of inherently safer systems, where the risk
of illness or injury has been substantially reduced. Hazards which led to incidents/accidents/first
aid will again be rechecked from the first step of the HIRA process.

We have processes in place to investigate any work-related injuries, through the involvement of
workers and operators in the vicinity to understand the cause. Gathering information by witness
interviewing or examining incident place or documents, analyzing information to find out the
immediate and underlying root cause, identifying suitable control measures to both immediate
and underlying causes, planning remedial action by proving additional control measures.During
the reporting period, we have had no workers identified with any risk of diseases related to their
occupation.

Our partners are mandated to adhere to applicable laws pertaining to worker wages, health and
safety, and other workplace laws pertaining to human rights. Proactive engagement with them
aids us in imparting industry best practices and aligning with our ESG goals for achieving
sustainable development.

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7.4 Occupational Health and Safety

Worker participation, consultation, and communication on occupational health and safety
Occupational Health Services A health and safety committee with joint management representation can facilitate a positive
health and safety culture. Worker participation in occupational health and safety happens through
Occupational health services aim to protect the health of workers in relation to their work environment. joint management-worker health and safety committees. The committees have representation
The health services at the work site are provided by competent individuals with recognized qualifications from all job levels. Consultation is a two-way process between employers and workers where we
and accreditations and comply with all legal requirements and/or recognized standards/guidelines. They can talk to each other about health and safety matters - listen to their concerns and raise concerns
undergo premedical checkups and are provided with a BOCW registration card which helps in claiming - seek and share views and information, and let workers provide feedback before decisions are
medical expenses. made Workers are provided access to communication systems for sharing their concerns either
directly or through indirect communication. Everyday toolbox talks are a direct communication
As an organization, we give workers access to non-occupational medical and healthcare services through mode available to the workers. Workers are encouraged to communicate to their supervisors
weekly doctor visits to the project sites and monthly medical camps. All our project sites are always during site walks and safety committee meetings.
equipped with a medical room and a male nurse. All workers have access to the medical room facility in
case of any health emergencies that occur at the site. All communication to the workers is made in a lan- The joint-management worker committee is formed with 50% participation of worker
guage that is easily understood by the workers and the workers are allowed to adjust workloads to allow representatives. The joint-management worker committee is chaired by Mr. Jaishankar, Chairman
workers in need to make use of these services. and MD. The safety committee meetings are conducted monthly, with proper agenda laid down.
The management team and the safety committee together conduct site tours to interact with
We have a tie-up with the nearest hospital for any medical emergencies. Health promotion services and workers and understand any concerns and feedback.
programs are conducted for the benefit of the workers to address major non-work-related health risks.
The health promotion services include health camps to create awareness among workers on health risks, We provide advice on the risk assessment process for minimizing the risks. We make sure the
healthy diet awareness, smoking, drug and alcohol abuse, physical inactivity, Covid precautions, etc. Im- distribution of any information on innovative controls, issue alerts and improve procedures where
parting knowledge regarding HIV, tobacco, mental health, injury and violence all are a part of the worker’s necessary. For Brigade Group, all the OHS requirements are a part of the tender document. On
health promotions. placing the work order to the contractor, a kickoff meeting will be conducted to brief on the OHS
requirements and statutory compliances, we review and approve the OHS plans submitted by the
To facilitate the worker’s access to safety, toolbox talks are conducted and workers are encouraged to contractor. To mitigate any negative OHS impact on the operations, we follow all safety
speak about their concerns, and all these are recorded and addressed immediately to resolve the issues. precautions as laid out by the regulations. Among our employees and workers, we avoid any
We maintain the worker’s health-related information confidential and will communicate to them if in case blame culture but take full responsibility for the safety and well-being of all. All required resources
any further treatment is suggested. in terms of people, equipment, and PPEs are provided as and when required. Above all, we have
. continuous support from the top leadership in setting up good procedures and methodologies
across the organization. Any incident at the workplace is taken as a point for improvement and we
share good and not-so-good EHS practices during the monthly Engineers’ meet, so all have an
opportunity to learn from the incident, to not repeat the same. At Brigade, all engineers are safety
and quality inspectors and each one is responsible for the safety implementation.

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7.4 Occupational Health and Safety

Worker training on occupational health and safety

The safety of the workforce is of utmost importance to any organization. We ensure safety at the work-
place through several levels of checks and balances throughout the organization. We are committed to
providing a healthy and safe environment for all employees and workers.

• OHS training that we provide to employees are

• EHS induction on arrival
• Job-specific training
• Toolbox talks before commencing the work
• Emergency Response Team training
• Emergency demonstrations and conducting mock drills EHS Training (numbers) across Brigade Projects
• Health and hygiene
• Electrical safety Xanadu Destino
We ensure 100% induction to all workers and staff and all the workers are covered in the respective
trade-specific training.Health and safety promotion at work sites are provided through awareness and skill Xanadu Celistal
training sessions, and health camps. We conduct regular safety campaigns and health awareness sessions. WTCR
Events such as National Safety Week, are organized across our sites. The training based on the work permit
WTC Annnex
system, proper working platform, access to the work area, use of lifeline, fall arrestor and safe usage of the
gondola are given to the workers. Utopia
Twin Towers
Senate
Parkside East
Padmini
Gem
The maximum number of workers participated in toolbox
talks @Brigade Cornerstone Utopia Project Eldorado (Jasper and Club House)
Workers participated in toolbox talks: 13,73,979 Eldorado Kripton Block
Number of workers inducted: 12,374 Eldorado G and H Block
Number of toolbox talks conducted: 4296 Deccan
Citadel
Bricklane
20000 40000 60000 80000 100000 120000 140000

No. of Workers No. of Tool Box Talk No. of Workers

participated in the conducted Inducted
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GRI 403-3, 4, 5, 6, 7 Tool Box Talk Annual Sustainability Report 2021-22
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7.4 Occupational Health and Safety

Worker training on occupational health and safety

S.No Safety Trainings Detail activities

Using PPEs,
Work permit systems,
1 Heights Work Safety Proper Working Platform,
Access to work area,
Using of lifeline & fall arrestor
Inspection of construction vehicles like tippers,
excavators,
2 Excavation Safety
Before commencing the work check on loose soil,
Check excavated portion
Concrete block stocking,
Lifting blocks,
3 Masonry Work Safety
mixing of cement mortar,
Usage of applicable PPEs
Control measures to be followed to mitigate the risk
4 Workplace Hazards and Risks
Following of operational control procedures

• No fatalities.
• No injuries with high consequence across all our projects

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7.4 Occupational Health and Safety 7.5 Suppliers

Suppliers are a crucial link to any organization and building a resilient supply chain across our projects
is essential in establishing a successful enterprise. At Brigade Group, we value our partnerships with the
Medical Emergency Team: MET supply chain partners and together focus on delivering sustainable real estate projects.As compared to the
Challenges are part of life and they always give us opportunities to make us stronger. Keeping our employ- previous year (2020-21), we have had no significant changes to the supply chain in the reporting period,
ee’s well-being as our utmost priority, we introduced a “Medical Emergency Team” (MET) who would be which implies that there were no changes in the location of suppliers, the structure of the supply chain or
available to assist all Brigadiers in times of any medical emergency. The objective of setting up MET is to relationships with suppliers, including selection and termination. All our supply and procurement contracts
ensure that employees get the required support during any medical emergency, especially in a pandemic emphasize the specific aspects of quality and EHS (Environment Health & Safety) practices at the supplier
situation. Employees can contact the MET in case of any support required during a medical emergency for organization. Owing to the pandemic situation we have not been able to conduct any physical audits of our
themselves or their families. suppliers with respect to environmental or social parameters. We are happy to let our stakeholders know
that in the reporting period, we have had no negative environmental or social impacts across our supply
The MET supports employees with: chain.
• Coordinating with hospital and Government authorities for arrangements and efficient treatment
• Coordinating ambulance and funeral services for deceased staff/family members As we make steady progress in our sustainability journey, we would like to make sure that the supply chain
• Supporting staff families and coordinating medical facilities in case of family members by COVID or any partners also move forward in the ESG aspects. A few of our supply chain partners have exemplary ESG
other major illness practices that include publishing sustainability reports, and complying with international standards for
• Supporting staff/family for quarantine accommodation as part of COVID quality, environmental management systems and health and safety practices. A select few suppliers have
• Safe accommodation and transport facility for staff who were required to work during lockdown EcoVadis certification, and many have accounted for green practices such as RoHS Compliance, DW Ener-
Financial and ration support for the workers at construction sites gy Rating, conducting LCAs, certified green buildings and standardized waste disposal practices. However,
there are certain supplier groups that will need complete handholding in the ESG journey to take them to
the next level. We will introduce an elaborate supply chain management framework.

Health check-ups We have a diverse value chain and are categorized as Material Suppliers, Contractors, Consultants and
For a business to succeed in its endeavours, it is mandatory for its employees to be fit and healthy. In great Channel Partners. We have a long relationship with each of the supplier groups, with some spanning more
workplaces, productivity is equivalent to the health of the employees. At Brigade Group, the health of than a decade.
every one of our employees is as important as our bottom line. From periodic health check-ups to compre- The construction and real estate business is a highly resource-intensive industry. In the reporting year,
hensive health insurance to everything necessary for a healthy and happy life, we ensure that every em- we have sourced about 40% of the input materials directly from small suppliers and (MSME) companies.
ployee always has help at hand in times of a medical situation – be it at home or at work. Across our project locations, about 60% of the input materials are sourced locally, within the district or
neighbouring districts.
Brigade Group collaborates with reputed hospitals for annual health check-ups/ awareness/camps (includ- Percentage of Input Materials
ing dental & eye) for all Brigadiers. Additional check-ups are offered to all women employees. Check-ups
are also offered at special rates to the dependents of staff. A regular health check-up helps in minimizing
the threat of any ailments. Hence, we provide a complete health check-up once in two years. This is man- 50%
Sourced directly from within
datory for all the employees. Comprehensive Health Insurance policies for self and family including depen- the district and neighbouring
dents are provided and the same is well received by all members. districts (within 500km) 60%

Contactless Attendance System Directly sourced from

30%
As part of its commitment to introducing the latest technology and ensuring the health and safety of its MSMEs/ small producers
employees – particularly amidst the COVID pandemic. We introduced the contactless attendance system, 40%
as well as other innovative tools to ensure minimal touch and spread of the virus among the users.

FY Current (2021-22) FY Previous (2020-21)

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7.6 Customers
At Brigade Group, Customers are our most important stakeholders and we value the strong association Typical project information on website: Brigade Northridge
that we have with all our customers. Customers are the end-users of our products and services. We have a
varied customer base depending on the different verticals that we operate in. For example, under real es-
tate, customers are the individual home buyers/owners, who buy our properties; under Lease Rentals and
hospitality the customer base changes to organizational customers, i.e., large MNCs, retail store owners,
etc. The details under this section refer to the customers of the real estate vertical. Customer engagement
activities are from different Brigade residences across Bengaluru.

Our core values QC- FIRST stands for Quality, Customer Centricity, Fairness, Innovation, Responsible Social-
ly and Trust, which are at the centre of our interactions with all our stakeholders, especially the customers.
We bring trust and transparency in all our interactions with the stakeholders.

Marketing & labelling

Customers need accessible and reliable information about the products and services that they intend to
buy. In the case of our products, customers rely on the project information that is available through mar-
keting brochures. Our website and the project brochures give reliable information about the property
and the amenities to prospective buyers. Information related to the type of materials and fittings are also
detailed along with the approved plan and layout of the property. Access to such information helps our
customers to make an informed purchasing decision.

During the reporting period, we have had no incidents of non-compliance concerning product and service
information labelling and marketing communication with reference to regulations and/or voluntary codes.
Dear Sri. Jaishankar,                                 
We recently visited your Project ‘Brigade 7 Gardens’ to book a flat. It was a very pleasant
experience and the entire interaction was convivial which has impelled me to pen a few lines
to you. The Sales Officer Sri. Dilip was our contact person who most professionally and courte-
ously explained the project and options available. He further took us personally to your fully
furnished full-scale 2 & 3 BHK model flats and explained in detail the various aspects that
encouraged us to move positively in the matter. We were particularly impressed by the pre-
sentation, attention to detail, and enormous patience at his young age to ably provide infor- Thank you for the fantastic support provided post our move-in to Brigade Buena Vista. From
mation on multi-dimensions of the project to satisfy our concerns as a prospective buyers. Mr minor issues like window lock not working to issues like bathroom tile replacement on an
Dilip has actively followed up to assist in the actual visit to the flat proposed to be taken by urgent basis, we are extremely happy and delighted by the support rendered to us by you and
us, as well as assist in filing the application for allotment through your new app ‘sign easy ’ your team. This has made our move-in an exceptionally smooth experience. We look forward
online. He also took further interest to explain the nuances of your agreement and assisted to continued support from your side. We can truly recommend and say that we have made the
in finalizing the same. Thanking you and your team at the ‘ Brigade 7 Gardens ‘ project for all best decision by going with Brigade.
the courtesies extended.
Jayashree Chaudhuri
B.L. Sridhar, IAS

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7.6 Customers Service Ticket Reported

We engage with and provide value to our customers in a responsible manner (Principle 9). 28190

1. Mechanism in place to receive and respond to consumer complaints and feedback:

22417
Customer queries and complaints are addressed through an effective complaint management system.
Customer Relation Management (CRM), Customer Care Services (CCS), Estate Management (EM), Sales 21856
19766
departments and Brigade Plus are responsible for managing the customer queries.
Customers are provided with options such as phone, e-mail inquiries, walk-ins at HO and site offices, social 12436
media and a dedicated customer portal to raise their issues. Once the issue is raised, a ticket is generated by 10370
the customer connect team and assigned to the appropriate department for immediate closure. 9628 8332
The service tickets logged and resolved show a 97% closure, also the Closure TAT and SLA exceeded 2020-
21 numbers. Unresolved tickets are reviewed on a weekly basis. All communications with the customer are
recorded and are resolved in a timely manner. Corrective measure/care is taken to avert similar issues.

2. Turnover of products and services as a percentage of turnover from all products/services that carry Q1 Q2 Q3 Q4
information about i) environment and social parameters relevant to the product ii) safe and responsible
usage iii) Recycling and /or safe disposal 2021-22 2020-21
Brigade Group operations are classified as construction and real estate development, lease rentals and
hospitality services, therefore the products and services deal with living / usable space. All our properties
are developed and maintained with all clearances from the regulatory authority wrt to environmental and CRM Verticals- Tickets Logged and Resolved
social parameters. During the launch stage of the products, all relevant details regarding environmental 48255
compliances are listed in the marketing brochures. 48226

3. There were no consumer complaints in the reporting period wrt data privacy, advertising, cyber-security
or unfair trade practices and hence no corrective actions were taken.

4. Product recalls on account of safety issues - we have had no issues related to product safety across our
operations.

5. Cyber-security policy and data privacy : The Privacy policy covers the aspects of Cyber security. However,
13536 13748
to cover the futuristic concerns about the internet and cyber security, we are working an elaborate policy. 13691
13522
6. There were no corrective actions as there were no consumer cases related to data privacy and cyber- 4482
3137 4482
security. 3131
Collection Debtor Home loan On boarding Registration
Management Management and and
documentation Handover

200 201
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Thank you very much and of course, you lived up to our expectations and even beyond. You all
7.6 Customers did, as Thank you very much and of course, you lived up to our expectations and even beyond.
Other Verticals- Tickets Logged and Resolved You all did, as a team - and in an exceptional and graceful way. We are sincerely grateful to
you for all the help and support. I still remember one of your most critical interventions was to
3462
3434 restore a bit of reas I am writing this e-mail to appreciate the efforts and timely response pre-
sented by you and the team for the whole handover of our apartment In Brigade Northridge.
It was really great interacting with you during the process, and I really appreciate your timely
2032 response and efforts to get our Apartment. Once again thank you very much for all the work
2005 1900
1859 done.
1005
971 Junaid Patel
Brigade Northridge
161
160 81 73
Sales CCS EM Portal- MyKey Brigade plus Feedback/ I am writing this e-mail to appreciate the efforts and timely response presented by you and
Escalation the team for the whole handover of our apartment In Brigade Northridge. It was really great
interacting with you during the process, and I really appreciate your timely response and ef-
Average Closure TAT (Days)
forts to get our Apartment. Once again thank you very much for all the work done.
12 Junaid Patel
11 Brigade Northridge
10

I would want to highlight the efforts from Sundar and his team in ensuring our issue was
addressed at the earliest and we can say we are highly satisfied with the resolution. Really ap-
5 preciate all the help Sundar and his team have been providing to us ever since we moved into
our Villa. Thank you to the team for all the support.
Nevin George
Brigade Atmosphere

CRM CCS EM Sales

Brigade Exotica Brigade 7 Gardens

Brigade Buena Vista Brigade Orchards
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Annual Sustainability Report 2021-22
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7.6 Customers
Customer health and safety Disaster
Fire and Training on management
Health & Disabled Security
Life cycle stages elevator health & Emergency
Protection of customer health and safety is a recognized goal of many national and international regulations. safety policies access practices
safety & Safety preparedness
And rightly so it is of prime importance to us. At Brigade, we believe our customers have a right to safe and (procedures)
secure products, where their health and safety are not negatively affected.

We keep in mind the health & safety of our customers, during all stages of the project construction and • Agencies
hired and • Project-
handover. Construction sites are prone to common hazards and risks such as tripping, slipping and falling, • Available trained
contact with electric equipment, electrocution, fall of material on individuals, exposure to dust and noise, specific
on Brigade according to
• Kickoff Emergency
getting trapped under vehicles, nails piercing into a foot, and uneven walkways in the project site during Website the Brigade
meeting Response
construction. • Shared requirements Procedure
Considered • EHS
during the during the Induction • Display of prepared
New monthly
We have well-defined policies and practices to ensure the health and safety of the customers during all design Workshop Dos and and
progress
stages of the life cycle of the product. We conduct regular health and safety training for customers including Construction stage mode don’ts near trained all
report and • EHS the security the
fire and elevator safety; provide disabled access; end-user training on health, safety and security practices, • Incorporated executed training occupants in
including asset and site security arrangements; disaster management and emergency procedures. at the gate
to all the coordination
end-of-life agencies • Shared with with
cycle the monthly the Fire
procedure department
We have no non-compliance with the regulations and/or voluntary codes concerning the health and safety progress
of products and services. We take adequate care to ensure customers have a safe visit to our projects during report
all stages of the construction. All our projects are constructed, and facilities are maintained following all • Fire points
established • EHS
regulatory compliances as per the National Building Code and Fire Safety protocols. All precautions are in key induction
followed at the site, to ensure the safety of the customers during site visits. The facility management teams • Available in areas known as
ensure the safety and well-being of the customers during such visits. We make sure that the visitors are Brigade • Elevator Aagaz
Website and usage • All team
accompanied by a representative from the team during the site visit. They also have access to emergency • Monthly
Brigade do's and members
contact numbers. Visitors are encouraged to follow the right path and the sites are marked clearly with Engineers
Intranet don’ts are involved
signages. meet to
Management • Displayed in displayed in Emergency
share the
the key response
good and
As the pandemic situation was still prevalent in the country, a lot of our customers could not make it to our areas training and
not-so-
e-mail mock drills
sites to see the progress of the projects. We were able to broadcast the updates to our customers through good
circulation
online mediums. EHS
on policies practices
The health and safety impacts of our products are looked into at the design stage and necessary improve-
ments are carried out at the design stage. However, we have not mapped the percentage of products and • Available on
Brigade
service categories for which health and safety impacts are assessed. Website and
Brigade
Development / Intranet
• Displayed in Available
Redevelopment the key
areas
e-mail
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7.6 Customers
Customer Engagement

We take every opportunity to interact with our customers and build a strong bond with the larger
community and the Brigade team. During the year, on special days we plan activities to interact with the
customers, such as Republic Day, Independence Day, Diwali, Durga Pooja, and Christmas. Other customer
engagement activities during the reporting period include sports events, blood donation camps, fire safety
drills and training, etc., for the customers. The security personnel at our projects were also trained in fire
safety.

Fire Drill for customers - Brigade Exotica Fire Drill for security staff - Brigade Exotica

206 Flea Market – Brigade Orchards 207

GRI 416-1, 2 Annual Sustainability Report 2021-22
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7.7 Communities

The Corporate Social Responsibility (CSR) Committee was constituted in accordance with the provisions
of Section 135 of the Companies Act, 2013. The Committee comprises four members. The details on the
composition of the CSR committee, CSR policy and CSR projects as approved by the Board are disclosed on
the company website as below:

https://www.brigadegroup.com/investor/corporate-governance/corporate-social-responsibility
https://cdn.brigadegroup.com/assets/docs/investor/policies/csr-policy.pdf
We promote inclusive growth and equitable development (Principle 8).
We are committed to enhancing our relationship with the community by creating a positive impact through
our corporate social responsibility (CSR) initiatives. Brigade Group carries out the community initiatives under
the Brigade Foundation, a not-for-profit Trust, under the Group. Brigade Group has spent a total amount of
INR 643 Lakhs on CSR expenditure as per the provisions of section 135(5) of the Companies Act, for various
activities. Beyond the CSR mandate, the company has spent an additional 40 Lakhs on various community
and society initiatives apart from the CSR activities which are not qualified under the Companies Act, 2013.
During the reporting period, no persons were voluntarily or involuntarily displaced and/or resettled by any
of our development activities.
In the reporting period, we continued our CSR efforts in the following areas through the Brigade Foundation:
- Education
- Health
- Community Development
- Skill Development
- Vocational Training

During the reporting year, we have not conducted a social impact assessment of projects. There was no
Rehabilitation and Resettlement (R&R) undertaken by the organization.

We have structured mechanisms in place to receive and redress the grievances of the community that we
work with. There is a dedicated mail id here4you@brigadegroup.com for raising any concerns by
customers and the community. In addition, there is a site-level committee headed by respective project
managers to handle and resolve the complaints received from the community at the project level.

Brigade Group has a strong focus on CSR, impacting thousands of

lives every day- at our construction sites, office & retail spaces,
hotels and residential projects.

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7.7 Communities
S. No Project Details Expense Remarks

The Brigade Foundation is a not-for-profit foundation established in 2003 to carry out the Brigade Donation to Brigade Foundation Trust
INR 5.9 Crore
Group's CSR projects. It is registered under the Karnataka Societies Registration Act, 1960. Currently, the 1 – to develop St. John’s Hospital, Brigade
foundation works in the fields of education, health, and community development. Mr. M. R. Jaishankar, the Kanakapura Road Enterprises Ltd
founder and CMD of Brigade Group, serves on the foundation's Board of Trustees as a managing trustee Donation to Rotary
and lifetime trustee. It also features a well-structured hierarchy that includes trustees, a review committee, 2 INR 0.002 Crore
Bangalore Brigade Trust
an executive committee, an administrator, and managers, as well as other personnel. This allows for
efficient program execution. BCV, OPMSL, BHSL,
3 Donation to Indian Music Experience INR 0.4939 Crore
WTC Trades & Projects
Brigade Foundation focuses on projects in areas such as education, health services and skill development: 4 CRY (Child Rights & You) INR 0.005 Crore BHSL
Health Total CSR expenditure INR 6.43 Crore
Brigade Foundation and Brigade Enterprises have signed a Memorandum of Understanding with the
St. Johns Hospital Trust to establish a hospital at Brigade Meadows on Kanakapura Road.
Brigade Enterprises Limited has donated the required land to Brigade Foundation for developing the
hospital, which will be developed in the next two to three years. During the reporting period, a sum of
INR 5.91 crore was donated towards hospital development. The project is in the initial stage of seeking A. Under the fly-over beautification As part of our CSR work, we have taken up the responsibility of beautifying
approvals from relevant authorities. the under-the-flyover close to Brigade Senate. This is a busy traffic intersection and needed a lot of improvements
such as the painting of the flyover underpass, side walls, toilets, footpath execution, intersection improvement,
Education providing lights, etc. The concept of the flyover area improvement was approved by Brigade and the desired
The co-educational institutions, affiliated with the CBSE Board, The Brigade Schools at JP Nagar, results were obtained once the project was completed. The work was started in November 2020 and completed
Mahadevapura, and  Malleswaram have over 3500 students across Nursery to Standard 12 levels. Started by February 2022. The total expenditure for this project was Rs 15 lakhs, with a breakup of Rs. 5 lakhs for
in 2004, today the schools have earned the reputation of being an institution of excellence. materials and Rs. 10 lakhs paid to the volunteer group Ugly Indians for executing the project

Community Development .The work carried out include:

Brigade Group intends to establish a Skill Development and Vocational Training • Design on pillars and walls in Phase 2
Institute. The organization has carried out several other initiatives for community development. A few of • Basic paving and civil works to define space and make it cleanable
the initiatives are updated here: • Use of light base colours for wall paints as the area is dark even during daytime
• Night lighting
• Focus on preventing urination in corners

U-turn area Ramp walls After completion After completion

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7.7 Communities 3. Institute of Town Planners

Brigade Group contributed Rs.25 lakh as part of CSR, for the construction of the Institute of Town planners
2. Renovation of Subramanya Nagar Police station in Chennai. The construction work started in the month of August 2021 and is currently a work in progress.

Another initiative that we took up during the reporting period was the renovation of the police station
building at Subramanya Nagar. The works carried out include:
• Gypsum board partition walls with MS support for 2 guest rooms and a kitchen
• MS supports for gypsum board partition
• Grill work for windows
• Painting
• Electrical works

The total expenditure for the works was Rs. 3.6 lakhs, with a breakup of Rs. 2.94 lakhs for civil works
and Rs. 0.64 lakhs for electric works. The renovation works were taken up during the month of November Shot on site: Institute of Town Planners (under construction), Chennai
and December 2021.

D. Landscape Works
Landscaping and environmental sustainability have always been one of the most important components
of our CSR activities. We did landscape work as CSR for the fire department in Chennai.
The landscaping project allowed different species of plants to grow and nurture themselves, provided with
an adequate amount of water, good quality soil, and sunlight. Plants improve the air quality around us by
capturing dust, smoke particles, and other pollutants, and by producing oxygen, thus reducing air
pollution.
Renovation work at Subramanya Nagar Police Station

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7.7 Communities
6) The Indian Music Experience As part of our CSR work under “Art, Heritage
5. Covid Support and Culture, we have set up the Indian Music Experience Trust, which has set up
a Museum of Music, the first of its kind in India, and is India’s only interactive
Brigade Foundation battles with the pandemic.. music museum. The vision of the museum is to increase the understanding and
Brigade Foundation with its commitment to supporting the community in fighting the pandemic had taken appreciation of the diversity of Indian music, from traditional to contemporary
up several initiatives, during the reporting period. Some of the initiatives for Covid support were: styles through exhibits, performances and learning activities. A few select
initiatives of IME during the reporting period are discussed here.
• Contribution to the Karnataka Disaster Management Authority, Government of Karnataka PROJECT SVARITHA
• Contribution to the SOS Children’s Villages of India To promote inclusiveness in museums, the Indian Music Experience
• Donations to six (6) charitable hospitals including the renovation and remodelling of an existing hospital: Museum embarked on its flagship community project, Project Svaritha,
• Patient Multi-Parameter Monitors, targeting children with neurodiverse needs and children from socially
• Ultrasound Systems, Ventilators, disadvantaged backgrounds. Supported by Kotak Mahindra Investments
• Bipap Machines and Limited CSR Education and Livelihood Grant, over 550 children from
• PFT Machines. socially disadvantaged backgrounds and over 50 with neurodiverse needs
• Supply of medicines/oxygen concentrators/ PPE kits/ hand sanitisers/masks/etc. to Government and were brought to the museum for experiential learning and workshops.
non- Government organizations
Livelihood for 6000 families of migrant workers/needy people through the supply of ration kits and rice #YUVAINCULTURE
Support Government institutions by donating desktop and laptop computers to the DDPI, BEO and Govt IME partnered with the British Council to launch a series of
schools programmes to involve the youth in culture in different ways. IME
became the first cultural institution in the country to have a Youth
Advisory Board, where a group of 18 young people, from the ages of
14-18 years worked together to conduct audience research and provide
implementable recommendations to the museum to make IME a more
youth-friendly space. They also conducted an online ‘open mic’ called
Swar Stage where young people showcased their musical talents to
their peers.
LEARNING CENTRE
The IME Learning Centre offers offline and online classes in various art
forms, be it Indian or Western genres. The Centre has its own diploma
curriculum of five years duration in all the art forms, comprising 10
semesters, each of six months duration. The students are encouraged
to hone their skills and are guided by experts, with assessments held at
the end of each semester..
WORK FROM MUSEUM
With work from home being the norm during the pandemic, the team
at IME introduced ‘Work from Museum’, as a unique and refreshing
alternative that gives people the opportunity to work from the museum
premises. The initiative has helped IME attract a new audience base of
working professionals who may not be traditional museum-goers but
seek alternative arrangements to work from home.
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BRSR Disclosures Section B

Governance, leadership and oversight
SECTION B: MANAGEMENT AND PROCESS DISCLOSURES 7. Statement by the director responsible
This section is aimed at helping businesses demonstrate the structures, policies and processes put for the businessresponsibility report,
in place towards adopting the NGRBC Principles and Core Elements. highlighting ESG-relatedchallenges,
Yes, Chapter 2, Page No: 18
targets and achievements (listed entity
has flexibility regarding the placement
of this disclosure):
Disclosure P P P P P P P P P
Questions 1 2 3 4 5 6 7 8 9 8. Details ofthe highest authority
responsible for implementation and
Yes, Chapter 2, Page No: 20-23
Policy and management processes oversight of the Business Responsibility
policy (ies).
1. a. Whether your entity’s policy/policies 9. Does the entity have a specified
cover each principle and its core ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Committee of the Board/ Director Apart from BoD/Board Committees, Executive Director looks
elements of the NGRBCs. (Yes/No) Yes responsible for decision making on after all aspects of sustainability.
All policies are not required to be approved by the sustainability related issues? (Yes / No).
b. Has the policy been approved by the Board of Directors. The approval of the Board has If yes, provide details.
Board? (Yes/No) been taken on mandatory policies which are signed 10. Details of Review of NGRBCs by the Company:
by the Chairman & Managing Director Indicate whether review was
Frequency
c. Web Link of the Policies, if available www.brigadegroup.com undertaken by Director /
Subject for Review (Annually / Half-yearly / Quarterly /
Committee of the Board /
2. Whether the entity has translated the Any other – please specify) :
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Any other Committee
policy into procedures. (Yes / No) P P P P P P P P P P P P P P P P P P
3. Do the enlisted policies extend to your 1 2 3 4 5 6 7 8 9 1 2 3 4 5 6 7 8 9
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
value chain partners? (Yes/No) No Performance against
4. Name of the national and international above policies and ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Annually
codes/certifications/labels/ standards follow up action
Integrated Management System (ISO 9001:2015 +
(e.g.,Forest Stewardship Council, Fairtrade,
ISO 14001: 2015 + ISO 45001:2018) by BVCI, 2021 Compliance with
Rainforest Alliance, Trustea)standards
(e.g., SA 8000,OHSAS, ISO, BIS) adopted by statutory
your entity and mapped to each principle requirements of
relevance to the There are no non-compliances with
5. Specific commitments, goals and targets principles, and respect to statutory requirements and
set by the entity with defined timelines, if ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ rectification of any relevance to the principles.
any noncompliance.
6. Performance of the entity against the P P P P P P P P P
We have conducted a detailed materiality analysis and 11. Has the entity carried out an independent assessment/
specific commitments, goals and targets 1 2 3 4 5 6 7 8 8
identified the material areas. However, we are in the pro- evaluation of the working of its policies by an external
along with reasons in case the same are
cess of setting targets for short and long term agency? (Yes/No). If yes, provide the name of the agency : χ χ ✓ χ χ ✓ χ χ χ
not met.

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GRI INDEX /
SECTOR- SPECIFIC / BRSR

GRI Index (Standards & Sector-Specific)

BRSR Index

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VI Reporting practice
8.1 GRI Index (Standards & Sector-Specific)
102-45 Entities included in the consolidated financial statements 6,7, 26, 27
GRI INDICATOR DESCRIPTION Page Number/ 102-46 Defining report content and topic Boundaries 6,7, 26, 27
Reference Link
102-47 List of material topics 42,43,46-49
101 Foundation
102 General Disclosures 102-48 Restatements of information -
I Organizational profile 102-49 Changes in reporting -
102-1 Name of the organization 8,9
102-50 Reporting period 6,7
102-2 Activities, brands, products, and services 8,9
102-51 Date of most recent report 6,7
102-3 Location of headquarters 14,15
102-4 Location of operations 14,15 102-52 Reporting cycle 6,7

102-5 Ownership and Legal form 14,15 102-53 Contact point for questions regarding the report 6,7

102-6 Markets served 14,15 102-54 Claims of reporting in accordance with the GRI Standards 6,7
102-7 Scale of the organization 14,15 102-55 GRI content index
102-8 Information on employees and other workers 144-156
102-56 External assurance
102-9 Supply chain 197
103 Management Approach
102-10 Significant changes to the organization and its supply chain 197
103-1 Explanation of the material topic and its Boundary 48, 49
102-11 Precautionary Principle or approach 24 103-2 The management approach and its components 48, 49
102-12 External initiatives Nil 103-3 Evaluation of the management approach 48,49
102-13 Membership of associations 34 ECONOMIC DISCLOSURES
II Strategy 201 Economic Performance
102-14 Statement from senior decision-maker 18, 19 201-1 Direct economic value generated and distributed 68-71
III Ethics and integrity 202-2 Proportion of senior management hired from the local community
102-16 Values, principles, standards, and norms of behavior 22, 23 203 Indirect Economic Impacts
IV Governance 203-1 Infrastructure investments and services supported
102-18 Governance structure 20-24 203-2 Significant indirect economic impact
V Stakeholder engagement 204 Procurement Practices
102-40 List of stakeholder groups 44 204-1 Proportion of spending on local suppliers
102-41 Collective bargaining agreements 32 205 Anti-Corruption
102-42 Identifying and selecting stakeholders 42
205-1 Operations assessed for risks related to corruption
102-43 Approach to stakeholder engagement 42
205-2 Communication and training about anti-corruption policies and procedure
102-44 Key topics and concerns raised 46
205-3 Confirmed incidents of corruption and actions taken

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206 Anti-competitive Behavior
305-4 GHG Emissions intensity 104
206-1 to 207-4 Legal actions for anti-competitive behavior, anti-trust, and Not Reporting
monopoly practices; Tax; Approach to tax; Tax governance, control 305-5 Reduction of GHG Emissions
and risk management; Stakeholder engagement and management
305-6 Emissions of ozone-depleting substances (ODS)
of concerns; Country-by- country reporting
300 ENVIRONMENT DSICLOSURES 305-7 Nitrogen oxides (NOX), Sulfur oxides (SOX), and other 122, 123
significant air emissions
301 Materials
CRE 3 Greenhouse gas emissions intensity from buildings 104-105
301-1 Materials used by weight or volume 76, 78-85
CRE4 Greenhouse gas emissions intensity from new construction and Not disclosed
301-2 Recycled input materials used 80, 81
redevelopment activity
301-3 Reclaimed products and their packaging materials 306 Waste
302 Energy 306-1 Waste generation and significant waste-related impacts 84, 92-95
302-1 Energy consumption within the organization 96-103
306-2 Management of significant waste-related impacts 86-91
302-2 Energy consumption outside of the organization
306-3 Waste generated 86-92
302-3 Energy intensity 102, 103
306-4 Waste diverted from disposal
302-4 Reduction of energy consumption 106-108
306-5 Waste directed to disposal 90
302-5 Reductions in energy requirements of products and services
CRE1 Building Energy Intensity 102, 103 307 Environmental Compliance

303 Water & Effluents 307-1 Non-compliance with environmental laws and regulation 136, 137

303-1 Interactions with water as a shared resource 110-113, 116-121 CRE5 Land remediated and in need of remediation for the existing or 136, 137
intended land use, according to applicable legal
303-2 Management of water discharge-related impacts 116-121
designations
303-3 Water withdrawal 110-112 CRE8 Type and number of sustainability certification, rating and labeling 62-65

303-4 Water discharge 94, 110, 111 schemes for new construction, management,
occupation and Redevelopment
303-5 Water consumption 114, 115
308 Supplier Environmental Assessment
CRE 2 Building water Intensity 110-111
308-1 New suppliers that were screened using environmental 197
304 Biodiversity criteria
304-1 Operational sites owned, leased, managed in, or adjacent to, 124, 125 308-2 Negative environmental impacts in the supply chain and actions 197
protected areas and areas of high biodiversity value outside taken
protected area 400 SOCIAL DSICLOSURES
304-2 Significant impacts of activities, products, and services on 126, 127 401 Employment
biodiversity
401-1 New employee hires and employee turnover 144, 145, 146-147,
305 Emissions 150-157
305-1 Direct (Scope -1) GHG Emissions 102-105 401-2 Benefits provided to full-time employees that are not 148, 149

305-2 Energy indirect (Scope 2) GHG emissions 102-105 provided to temporary or part-time employees
401-3 Parental Leave 148, 149, 156, 157
305-3 Other indirect (Scope 3) GHG emissions
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408-1 Operations and suppliers at significant risk for incidents of child
402 Labour Management Relations labor
402-1 Minimum notice periods regarding operational changes 409 Forced & Compulsory Labour
403 Occupational Health & Safety 409-1 Operations and suppliers at significant risk for incidents of forced
403-1 Occupational health and safety management system 186-189 or compulsory labour
403-2 Hazard identification, risk assessment, and incident investigation 186-189 410 Security Practices
403-3 Occupational health services 190-197
410-1 Security personnel trained in human rights policies or
403-4 Worker participation, consultation, and communication on 190-197 procedures
occupational health and safety 411 Rights of indegeneous People
403-5 Worker training on occupational health and safety 190-197
411-1 Incidents of violations involving rights of indigenous people
403-6 Promotion of worker health 190-197
412 Human Rights assessment
403-7 Prevention and mitigation of occupational health and safety 190-197
impacts directly linked by business relationships 412-1 Operations that have been subject to human rights reviews or 32
403-8 Workers covered by an occupational health and safety 186-189 impact assessments
management system 412-2 Employee training on human rights policies or procedures
403-9 Work-related injuries 194
412-3 Significant investment agreements and contracts that include
403-10 Work-related ill health human rights clauses or that underwent human rights
screening
CRE-6 Percentage of the organization operating in verified compliance 186-189
with an internationally recognized health and safety management 413 Local Communities
systems 413-1 Operations with local community engagement, impact 208-214
404 Training & Education assessments, and development programs
404-1 Average hours of training per year per employee 174, 176, 180, 182, 413-2 Operations with significant actual and potential negative
183, 184 impacts on local communities
404-2 Programs for upgrading employee skills and transition 174, 184, 180, 182, CRE7 Number of persons voluntarily and involuntarily displaced and/or 208
assistance programs 183, 184 resettled by development, broken down by project
404-3 Percentage of employees receiving regular performance and 32 414 Supplier Social Assessment
career development review 414-1 New suppliers that were screened using social criteria
405 Diversity & Equal Opportunity
414-2 Negative social impacts in the supply chain and actions taken
405-1 Diversity of governance bodies and employees 22, 144, 145
415 Public Policy
405-2 Ratio of basic salary and remuneration of women to men 415-1 Political Contributions
406 Non Discrimination
416 Customer Health & Safety
406-1 Incidents of discrimination and corrective actions taken
416-1 Assessment of the health and safety impacts of product and 204-206
407 Freedom of Association & Collective Bargaining service categories
407-1 Operations and suppliers in which the right to freedom of 416-2 Incidents of non-compliance concerning the health and 204-206
association and collective bargaining may be at risk safety impacts of products and services
408 Child Labour 417 Marketing & Labeling

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417-1 Requirements for product and service information and labeling
417-2 Incidents of non-compliance concerning product and service 198
information and labeling
417-3 Incidents of non-compliance concerning marketing 198
communication
418 Customer Privacy
418-1 Substantiated complaints concerning breaches of customer privacy
and losses of customer data
419 Socio-Economic Compliance
419-1 Non-compliance with laws and regulations in the social and
economic area

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8.2 BRSR Index IV Employees 210, 211

18 Details as at the end of Financial Year: 144-147, 150-157

Sl No DISCLOSURE DESCRIPTION Page Number/ a. Employees and workers (including differently abled):
Reference Link b. Differently abled Employees and workers:
SECTION A: GENERAL DISCLOSURES 19 Participation/Inclusion/Representation of women 20, 21, 144-147, 150-
I. Details of the listed entity 157
1 Corporate Identity Number (CIN) of the Listed Entity 14, 15 20 Turnover rate for permanent employees and workers 150-157

2 Name of the Listed Entity 14, 15 V. Holding, Subsidiary and Associate Companies (including joint ventures)
3 3. Year of incorporation 14, 15 21 a) Names of holding / subsidiary / associate companies / joint ventures 26- 29, 32, 33

4 Registered office address 14, 15 VI. CSR Details

5 Corporate address 14, 15 22 (i) Whether CSR is applicable as per section 135 of Companies Act, 2013: (Yes/No) 210-213
6 Email 14, 15 (ii) Turnover (in Rs.)
7 Telephone 14, 15 (iii) Net worth (in Rs.)
8 Website 14, 15 VII. Transparency and Disclosures Compliances
9 Financial year for which reporting is being done 14, 15 23 Complaints/Grievances on any of the principles (Principles 1 to 9) under the 30, 31
10 Name of the Stock Exchange(s) where shares are listed 14, 15 National Guidelines on Responsible Business Conduct
24 Overview of the entity’s material responsible business conduct issues 24, 25, 42, 43
11 Paid-up Capital 14, 15
SECTION B: MANAGEMENT AND PROCESS DISCLOSURES
12 Name and contact details (telephone, email address) of the person who may be 8, 9
contacted in case of any queries on the BRSR report Policy and management processes 216, 217

13 Reporting boundary - Are the disclosures under this report made on a 8, 9 1 "a. Whether your entity’s policy/policies cover each principle and its core
standalone basis (i.e. only for the entity) or on a consolidated basis (i.e. for the elements of the NGRBCs. (Yes/No)"
entity and all the entities which form a part of its consolidated financial "b. Has the policy been approved by the Board? (Yes/No)"
statements, taken together
2 "Whether the entity has translated the policy into procedures. (Yes / No)"
II. Products/services
3 "Do the enlisted policies extend to your value chain partners? (Yes/No)"
14 Details of business activities 54, 55
4 Name of the national and international codes/certifications/labels/ standards
15 Products/Services sold by the entity 54, 55
(e.g. Forest Stewardship Council, Fairtrade, Rainforest Alliance, Trustea) standards
III. Operations (e.g.SA 8000, OHSAS, ISO, BIS) adopted by your entity and mapped to each
16 Number of locations where plants and/or operations/offices of the entity are 14, 15 principle
situated: 5 Specific commitments, goals and targets set by the entity with defined timelines,
17 Markets served by the entity 14, 15 if any
6 Performance of the entity against the specific commitments, goals and targets
a. Number of locations 14, 15
along-with reasons in case the same are not met
b. What is the contribution of exports as a percentage of the total turnover of the 14, 15 Governance, leadership and oversight
entity?
7 Statement by director responsible for the business responsibility report, 18, 19
c. A brief on types of customers 198
highlighting ESG related challenges, targets and achievements (listed entity has
flexibility regarding the placement of this disclosure)
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8 Details of the highest authority responsible for implementation and oversight of 7 Provide details of any corrective action taken or underway on issues related to
the Business Responsibility policy (ies). fines / penalties / action taken by regulators/ law enforcement agencies/ judicial
9 "Does the entity have a specified Committee of the Board/ Director responsible institutions, on cases of corruption and conflicts of interest
for decision making on sustainability related issues? (Yes / No). If yes, provide "PRINCIPLE 2 Businesses should provide goods and services in a manner that is 26, 27
details." sustainable and safe"
10 Details of Review of NGRBCs by the Company: Essential Indicators
a. Performance against above policies and follow up action 1 Percentage of R&D and capital expenditure (capex) investments in specific
technologies to improve the environmental and social impacts of product and
b. Compliance with statutory requirements of relevance to the principles, and,
processes to total R&D and capex investments made by the entity, respectively
rectification of any non-compliances
2 a. Does the entity have procedures in place for sustainable sourcing? (Yes/No)
11 Has the entity carried out independent assessment/ evaluation of the working of
its policies by an external agency? (Yes/No). If yes, provide name of the agency. b. If yes, what percentage of inputs were sourced sustainably?
12 If answer to question (1) above is “No” i.e. not all Principles are covered by a 3 Describe the processes in place to safely reclaim your products for reusing,
policy, reasons to be stated: recycling and disposing at the end of life, for (a) Plastics (including packaging)
Questions (b) E-waste (c) Hazardous waste and (d) other waste
a) The entity does not consider the Principles material to its business (Yes/No) 4 Whether Extended Producer Responsibility (EPR) is applicable to the entity’s
activities (Yes / No). If yes, whether the waste collection plan is in line with the
b) The entity is not at a stage where it is in a position to formulate and implement Extended Producer Responsibility (EPR) plan submitted to Pollution Control
the policies on specified principles (Yes/No) Boards? If not, provide steps taken to address the same
c) The entity does not have the financial or/human and technical resources PRINCIPLE 3 Businesses should respect and promote the well-being of all 156, 157, 176, 177,
available for the task (Yes/No) employees, including those in their value chains 180, 181
d) It is planned to be done in the next financial year (Yes/No) Essential Indicators
e) Any other reason (please specify) 1 a. Details of measures for the well-being of employees 148, 149
SECTION C: PRINCIPLE WISE PERFORMANCE DISCLOSURE b. Details of measures for the well-being of workers 148, 149
PRINCIPLE 1: Businesses should conduct and govern themselves with integrity, 26, 27 2 Details of retirement benefits, for Current FY and Previous Financial Year 148, 149
and in a manner that is Ethical, Transparent and Accountable
3 Accessibility of workplaces
Essential Indicators
Are the premises / offices of the entity accessible to differently abled employees
1 Percentage coverage by training and awareness programmes on any of the
and workers, as per the requirements of the Rights of Persons with Disabilities
Principles during the financial year:
Act, 2016? If not, whether any steps are being taken by the entity in this regard.
2 Details of fines / penalties /punishment/ award/ compounding fees/ settlement
4 Does the entity have an equal opportunity policy as per the Rights of Persons
amount paid in proceedings (by the entity or by directors / KMPs) with
with Disabilities Act, 2016? If so, provide a web-link to the policy
regulators/ law enforcement agencies/ judicial institutions, in the financial year
5 Return to work and Retention rates of permanent employees and workers that 148, 149
3 Of the instances disclosed in Question 2 above, details of the Appeal/ Revision
took parental leave
preferred in cases where monetary or non-monetary action has been appealed.
6 Is there a mechanism available to receive and redress grievances for the
4 Does the entity have an anti-corruption or anti-bribery policy? If yes, provide
following categories of employees and worker? If yes, give details of the
details in brief and if available, provide a web-link to the policy
mechanism in brief.
5 Number of Directors/KMPs/employees/workers against whom disciplinary action
7 Membership of employees and worker in association(s) or Unions recognised by
was taken by any law enforcement agency for the charges of bribery/ corruption
the listed entity
6 Details of complaints with regard to conflict of interest
8 Details of training given to employees and workers 186-191, 196, 197

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9 Details of performance and career development reviews of employees and 1 Describe the processes for identifying key stakeholder groups of the entity. 42, 43
worker 2 List stakeholder groups identified as key for your entity and the frequency of 44, 45
10 Health and safety management system 186-191, 196, 197 engagement with each stakeholder group
a. Whether an occupational health and safety management system has been PRINCIPLE 5 Businesses should respect and promote human rights 32, 33, 176, 177, 180,
implemented by the entity? (Yes/ No). If yes, the coverage such system 181

b. Processes used to identify work-related hazards and assess risks on a routine Essential Indicators
and non-routine basis by the entity 1 Employees and workers who have been provided training on human rights issues
c. Whether you have processes for workers to report the work related hazards and policy(ies) of the entity
and to remove themselves from such risks. (Y/N) 2 Details of minimum wages paid to employees and workers
d. Do the employees/ worker of the entity have access to non-occupational 3 Details of remuneration/salary/wages
medical and healthcare services(Y/N)
4 Do you have a focal point (Individual/ Committee) responsible for addressing
11 Details of safety related incidents 186-191, 196, 197
human rights impacts or issues caused or contributed to by the business?
12 Describe the measures taken by the entity to ensure a safe and healthy work (Yes/No)
place 5 Describe the internal mechanisms in place to redress grievances related to
13 Number of Complaints on working condition , and health and safety made by human rights issues.
employees and workers 6 Number of Complaints on the following made by employees and workers
14 Assessments for the year regarding health and safety practices and working 7 Mechanisms to prevent adverse consequences to the complainant in
conditions discrimination and harassment cases
15 Provide details of any corrective action taken or underway to address
safety-related incidents 8 Do human rights requirements form part of your business agreements and
contracts? (Yes/No)
Leadership Indicators
9 Assessments for the year
1 Does the entity extend any life insurance or any compensatory package in the
event of death of (A) Employees (Y/N) (B) Workers (Y/N) 10 Provide details of any corrective actions taken or underway to address significant
risks / concerns arising from the assessments at Question 9 above
2 The measures undertaken by the entity to ensure that statutory dues have been
deducted and deposited by the value chain partners PRINCIPLE 6: Businesses should respect and make efforts to protect and restore 98, 99
the environment
3 The number of employees / workers having suffered high consequence work
related injury / ill-health / fatalities (as reported in Q11 of Essential Indicators Essential Indicators
above) 1 Details of total energy consumption (in Joules or multiples) and energy intensity 96, 97, 100-105
4 Does the entity provide transition assistance programs to facilitate continued 2 Does the entity have any sites / facilities identified as designated consumers
employability and the management of career endings resulting from retirement (DCs) under the Performance, Achieve and Trade (PAT) Scheme of the
or termination of employment Government of India? (Y/N) If yes, disclose whether targets set under the
5 Details on assessment of value chain partners PAT scheme have been achieved.
6 Details of any corrective actions taken or underway to address significant risks 3 Provide details of the following disclosures related to water 110, 111, 114-121
/ concerns arising from assessments of health and safety practices and working 4 Has the entity implemented a mechanism for Zero Liquid Discharge? If yes,
conditions of value chain partners provide details of its coverage and implementation
"PRINCIPLE 4: Businesses should respect the interests of and be responsive to all 5 Details of air emissions (other than GHG emissions) by the entity 122, 123
its stakeholders"
6 Details of greenhouse gas emissions (Scope 1 and Scope 2 emissions) & its 102-105
Essential Indicators
intensity

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7 Does the entity have any project related to reducing Green House Gas emission? 108, 109 Essential Indicators
If Yes, then provide details. 1 Describe the mechanisms in place to receive and respond to consumer
8 Details related to waste management by the entity 84-91 complaints and feedback
9 Briefly describe the waste management practices adopted in your 84-91 2 Turnover of products and/ services as a percentage of turnover from all products/
establishments. Describe the strategy adopted by your company to reduce service that carry information about
hazardous and toxic chemicals in products and procesess 3 Number of consumer complaints in respect of Data privacy, Advertising,
10 Details of the location which entity operates in sensitive areas such as national 124-127 Cyber-secu rity, Delivery of essential services,RestrictiveTrade Practices, Unfair
parks, wildlife sanctuaries, biosphere reserves, wetlands, biodiversity hotspots, Trade Practices and Other
forests, coastal regulation zones etc. 4 Details of instances of product recalls on account of safety issues
11 Environmental impact assessments of projects undertaken by the entity based 5 Does the entity have a framework/ policy on cyber security and risks related to
on applicable laws, in the current financial year data privacy? (Yes/No)
12 Is the entity compliant with the applicable environmental law/ regulations/ 6 "details of any corrective actions taken or underway on issues relating to
guidelines in India; such as the Water (Prevention and Control of Pollution) Act, advertising, and delivery of essential services; cyber security and data privacy of
Air (Prevention and Control of Pollution) Act, Environment protection act and customers; re-occurrence of instances of product recalls; penalty / action taken
rules thereunder (Y/N). by regulatory authorities on safety of products / services"
PRINCIPLE 7 Businesses, when engaging in influencing public and regulatory
policy, should do so in a manner that is responsible and transparent
Essential Indicators
1 a. Number of affiliations with trade and industry chambers/ associations. 34, 35

b. List the top 10 trade and industry chambers/ associations (determined based 34, 35
on the total members of such body) the entity is a member of/ affiliated to
2 Details of corrective action taken or underway on any issues related to 34, 35
anticompetitive conduct by the entity, based on adverse orders from regulatory
authorities
"PRINCIPLE 8 Businesses should promote inclusive growth and 210-213
equitable development"
Essential Indicators
1 Details of Social Impact Assessments (SIA) of projects undertaken by the entity
based on applicable laws, in the current financial year
2 Information on project(s) for which ongoing Rehabilitation and Resettlement
(R&R) is being undertaken by your entity
3 The mechanisms to receive and redress grievances of the community
Percentage of input material (inputs to total inputs by value) sourced from
suppliers
"PRINCIPLE 9 Businesses should engage with and provide value to their 200
consumers in a responsible manner"

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Brigade Enterprises Limited (BEL) is a publicly listed company engaged in developing
residential, commercial and retail properties primarily in South India
(Bangalore, Mysore, Chennai, Kochi, Ahmedabad,Hyderabad and Trivandrum.
Brigade Group has a diverse portfolio that includes subsidiaries and joint
ventures focused on property development & management, hospitality,
leased rentals and education.