ABOUT SUZLON ENERGY LTD. FOREWORD STRUCTURE OF SUZLON & ORGANISATIONAL STRUCTURE SUZLON CODE OF ETHICS MANAGEMENT CODE OF ETHICS OMBUDSMAN POLICY CSR

1. Presented To : Vikrant Joshi
ITM ~ SIA BUSINESS SCHOOL
CODE OF ETHICS & CORPORATE GOVERNANCE
SUZLON

2. Presented To : Prof. Sameer Karna
Presented By : Sagar Upasani - 03
Preeti Yadav - 19
Siddharth Babar - 26
ITM – SIA BUSINESS SCHOOL

3.  ABOUT SUZLON ENERGY LTD.
 FOREWORD
 STRUCTURE OF SUZLON & ORGANISATIONAL STRUCTURE
 SUZLON CODE OF ETHICS
 MANAGEMENT CODE OF ETHICS
 OMBUDSMAN POLICY
 CSR
CONTENT

4.  Suzlon Energy is a leading company in the world of energy.
 Company - 14,000 employees - 21 countries
 Company Operations - Americas, Asia, Australia and Europe.
 Company has fully integrated supply chain with manufacturing facilities in
three continents.
 R&D Capabilities - Denmark, Germany, India and the Netherlands.
 Suzlon is market leader in Asia.
 Suzlon 3rd largest wind turbine manufacturing in the world.
 Suzlon market share rose to 12.3%
ABOUT SUZLON ENERGY

5.  Creativity-
Suzlon believes in applying creativity and innovation, to work, to build a
more efficient, more competitive and more responsive organization.
 Adding Value
Suzlon endeavors to add value to all matters related with work, make
contributions towards the teams and other stakeholders
VALUES

6. • Committed -
Suzlon commits its energies to partnering with all
stakeholders internal and external, to achieve the Suzlon corporate
objectives.
• Integrity -
It encourages employees to strive to uphold the highest
standards of ethics and uphold all laws that apply to the business.
VALUES

7.  At Suzlon, we consider that this should take into account the company’s
1. Specificities,
2. Its history,
3. Its background,
 Its geographical spread and cultural diversity and all factors that make Suzlon
what it is today
“ A young dynamic company that grew in less than 15 years to
become one of the leading companies in the wind business, a
company that powers a greener tomorrow”.
 The key words that we need to focus on are:
– Renewable
– Respect
– Refreshing
FOREWORD

8. STRUCTURE OF SUZLON ENERGY LTD. INDIA

9. ORGANISATIONAL HEIRARCY

10.  Each Region (country) has a Regional Ethics Officer (REO) who reports to
Global Ethics Officer (GEO).
 The REO investigates the concern either himself/herself or through an
appointed committee.
 The Regional Ethics Committee (REC) comprising the Business Unit Head,
Business Unit Chief.
 Financial Officer, and the Business Unit Chief Legal Officer, will formulate
the decision which the REO will communicate to the GEO.
SUZLON CODE OF ETHICS

11.  However, there will be four separate REOs and RECs for India.
 These REOs will report to the GEO.
 The Global Ethics Officer (GEO) reports to the Central Ethics Committee
(CEC) and Audit Committee.
 The Central Ethics Committee composed of
 Chief Operating Officer (COO)
 Chief Finance Officer(CFO)
 Chief Human Resource Officer (CHRO)
 Chief Legal Officer (CLO)
SUZLON CODE OF ETHICS Contd…

12. • Do consider compliance as a personal responsibility.
• Do ask questions.
• Do report cases of (suspected) non-compliance
 If you notice a situation that appears to conflict with the law, the Code or
with any other regulation, you can submit it to your immediate
supervisor or manager, to your Regional Business Unit Head or to the
Regional Ethics Officer at your location.
COMPLIANCE WITH CODE OF ETHICS

13. • Employees who fail to comply with the Code, including supervisors who fail
to detect or report wrongdoing, may be subject to disciplinary action up to
and including termination of employment.
• Actions that violate the code.
 Requesting others – directly or indirectly - to violate the code.
 Failure to promptly raise a known or suspected violation of the code.
 Failure to cooperate in company investigations of possible violations of the
code.
SANCTIONS

14. Examples of actual or potential conflicts of interests include:
 Besides your working relationship with Suzlon, you are working for any
other company or have a position in any company (e.g. as a consultant or
director) or you are providing free-lance services to anyone.
 You or a member of your household or immediate family, have a financial or
other interest in a person or company that competes with Suzlon.
 A member of your household or immediate family competes with Suzlon or
is employed by a person or company that competes with Suzlon.
 A member of your household or immediate family is a supplier or customer
of Suzlon, or an employee of a supplier or customer.
CONFLICT OF INTEREST

15. Examples of non-compliant behavior or practices include:
 In order to speed up revenue recognition, you arrange to advance ship
goods, without an explicit request from the customer.
 You are requested to report certain data, or the conformity of a given
activity or the achievement of certain quality or production levels.
 In order to be in line with your budget, you prepay future costs and
charge it to the current accounting period, or the reverse: you defer
recognizing an expense and push it forward to the next reporting period
so as not to exceed the budget.
ACCURACY OF COMPANY BOOKS AND RECORDS

16. The Suzlon approach:
 If you are responsible for recording transactions or events
into Suzlon records:
 Don’t intentionally delay them
 Or intentionally record incorrect
 Incomplete or misleading information.
 Do provide timely, accurate and complete information to
those colleagues who report the same.
SUZLON APPROACH

17. Company Assets
 Suzlon’s assets are to be used only by authorized employees and only for
legitimate business purposes.
 You will protect Suzlon assets against loss, theft, or improper use.
 Improper use occurs when you use Suzlon property or information for
personal gain or advantage, or for the advantage of others outside the
company, such as friends or family members.
 Other factors include:
 General
 Physical Access Control
 Company Funds.
 Computers and Other Equipment
 Software
 Electronic Usage
COMPANY ASSETS

18.  You should neither accept nor offer gifts (including entertainment) from
or to any internal or external party.
 The Suzlon Approach:
 Except token gifts (e.g. One bottle of wine, a book, an agenda, a pen,…)
 Never give or accept gifts.
 In case it would be embarrassing or impolite to refuse, you may ask a
special authorization from your regional ethics officer. In such case, the
gift will be accepted on behalf of the company and turned over for
company use (through the Regional Ethics Officer).
GIFTS AND ENTERTAINMENT

19. Corruption and bribery
 Corruption or bribery is defined as the receiving or the offering of an
undue reward -financial, in kind or of any other nature- to any internal or
external party, regardless of the actual motivation.
 The Suzlon Approach:
 Suzlon applies a zero tolerance policy to bribery and corruption
practices.
 You can submit any question you may have in this regard to your
Regional Ethics Officer for advice and/or clearance.
CORRUPTION & BRIBERY

20. Workplace Practices
 Suzlon is committed to being an Equal Opportunities Employer, ensuring
a workplace free of discrimination and harassment.
 FOLLOWING ARE EQUAL OPPORTUNITIES AREAS:
 Equality of Age
 Sex and Sexual Orientation
 Equality of Religion, Faith or Belief
 Relations with Race, Color, Creed, Ethnic or National Origin
 Disability , impairment or medical condition of HIV/AIDS
 Gender Equality
WORKPLACE PRACTICES

21. Environment, Health and Safety
 The Suzlon approach:
 Do ensure that safety considerations and appropriate legal analysis are
part of any product development effort in which you are involved.
 Do not intentionally place yourself or a fellow employee, contractor or
consultant in a situation that poses significant risks to your/his/her
physical health or safety.
ENVIRONMENT , SAFETY & HEALTH

22. Competition
 Suzlon welcomes open and fair competition which, ultimately, benefits
the customers.
 Examples of non-compliant behavior or practices include:
 You try to coordinate with one or more competitors to agree price levels
and/or price changes through a so-called ‘gentleman’s agreement’.
 You pressure a customer to disclose non-public information about a
competitor.
COMPETITON

23.  The Company's confidential information is a valuable asset.
 You are also responsible for mentioning the following notations
wherever appropriate:
 “Private, Privileged and Confidential” on the first page of the information
Super-scribe every envelope in which the Confidential Information is
dispatched with the notation “Confidential Information – Envelope to be
opened by addressee only”.
PROTECTING THE COMPANY’S CONFIDENTIAL
INFORMATION

24. a) Customer Relationships
b) Payments or Gifts from Others
c) Handling the Confidential Information of Others
d) Selecting Suppliers
RESPONSIBILITY TOWARDS OUR CUSTOMERS & SUPPLIERS

25. CODE OF ETHICS FOR DIRECTORS
AND SENIOR MANAGEMENT
• Honest and Ethical Conduct
• Conflict of Interest
A conflict of interest exists where the interests or benefits of one person
or entity conflict with the interests or benefits of the Company. Examples
include:
1. Employment/ Outside Employment
2. Outside Directorships
3. Business Interests
4. Related Parties
• Insider Trading
• Corporate Opportunities
CODE OF ETHICS FOR DIRECTORS & SENIOR
MANAGEMENT

26.  No Officer may,
– directly or indirectly,
– sell any equity security,
– including derivatives, of the Company in violation of the SEBI
(Prohibition of Fraudulent and Unfair Trade
 Practices Relating to Securities Market) Regulations, 2003.
PROHIBITION AGAINST SHORT SELLING OF
COMPANY STOCK

27. SUZLON OMBUDSMAN
POLICY
 The term ombudsman usually refers to
an official, appointed by
the government or by parliament but
with a significant degree of
independence.
 Who is charged with representing the
interests of the public by investigating
and addressing complaints of
maladministration or violation of rights
by an official body.

28.  Many private companies, universities, non-profit organizations and
government agencies also have an ombudsman (or an ombuds office) to
serve internal employees, and managers and/or other constituencies.
 These ombudsman roles are structured to function independently, by
reporting to the CEO or board of directors, and according to International
Ombudsman Association (IOA) Standards of Practice they do not have
any other role in the organization.
SUZLON OMBUDSMAN POLICY

29. SPIRIT & SCOPE OF THE POLICY
 This policy has been introduced by the Company to enable
any person dealing with the Company to raise their concerns
about any malpractice, impropriety, abuse or wrongdoing at
an early stage and in the right way, without fear of
victimization, subsequent discrimination or disadvantage.
 This policy is intended to deal with concerns which are at
least initially to be investigated separately but might then
lead to the invocation of other procedures e.g. disciplinary.
SPIRIT & SCOPE OF THE POLICY

30.  Any unlawful act, whether criminal (e.g. theft) or a breach of the
civil law (e.g. slander or libel).
 Health and safety risks, employees (e.g. faulty electrical
equipment).
 Abuse of children and vulnerable adults (e.g. through physical,
sexual, psychological or financial abuse, exploitation or neglect).
 Damage to the environment (e.g. pollution).
 Fraud and corruption (e.g. to solicit or receive any gift/reward as a
bribe).
 Any instance of any sort of financial malpractice
 Abuse of power (e.g. bullying/harassment).
SPIRIT & SCOPE OF THE POLICY

31. PEOPLE INVOLVED & ACTION TAKEN
 The Central Ethics Committee (CEC) shall in consultation with
the Audit Committee consisting of the
 Chief Operating Officer (COO),
 Chief Financial Officer (CFO),
 Chief Legal Officer (CLO),
 Chief Human Resources Officer (CHRO)
 Prepare a detailed written report and submit the same to
Regional Ethics
 Committee, as the case may be, not later than 30 days from
the date of disclosure of Concern.
PEOPLE INVOLVED & ACTION TAKEN

32. • Implications for Civil Society and Women‟s Empowerment in
India
• A CASE STUDY BY-
Helena Hede Skagerlind & Moa Westman FROM STOCKHOLM
UNIVERSITY
SUZLON’S CSR THROUGH PPP

33. OUTCOME OF FIELD WORK
 The studied outcomes of Suzlon’s CSR projects, implemented
through PPPs, showed that the projects that specifically
have aimed to address women’s empowerment through the
formation of SHGs significantly have contributed to the
enhancement of women’s „power to‟, „power with‟ and
„power from within‟ through women’s increased self-
confidence.
OUTCOME OF FIELD WORK

34. THANKYOU