Sustainability Governance Sustainability at our Units follows a top-down sustainability vision

Aditya Birla Group

Mr. Kumar Mangalam Birla Chairman of Aditya Birla Group

The Aditya Birla Group endeavors to become the leading Indian conglomerate for sustainable business practices across its global operations.

Textiles Business

Mr. Thomas Varghese Business Head - Textiles, Acrylic Fibre & Overseas Spinning

The Textiles Business endeavors to become the Industry Benchmark by 2020 in sustainability Processes & Performance, through qualitative engagement with all Stakeholders.

Acrylic Fibre

Mr. Satyaki Ghosh Chief Executive Officer - Acrylic Fibre

Acrylic Fibre business endeavours to become the industry benchmark for sustainability processes and performance by 2020 through qualitative engagement of all stakeholders, while ensuring profitable and sustainable growth.

Dr. Jagadish Barik Chief Sustainability Officer

Beyond certifications and standards, it is the culture of sustainability driven by our people and backed by the overarching ABG Sustainable Business Framework that is truly our greatest achievement.

Aditya Birla Group Sustainable Business Framework Our Group Sustainability Vision sets a path for us to grow into the leading Indian conglomerate for sustainable business practices across our global operations. The Aditya Birla Group Sustainability Framework helps root our business developments toward a holistic growth trajectory meeting our targets to achieve our vision.

  • 1
    Responsible stewardship: This has been designed to take us from simple legal compliance to alignment with international standards and on to best practice
    Responsible Stewardship
    Create a framework to move us towards international standards and mitigate our impact on “Externalities”
  • 2
    Stakeholder Engagement: In our belief, strategic Stakeholder Engagement builds a repository of knowledge partnerships that help us make sure that we understand the challenges we face from a subjective standpoint
    Strategic Stakeholder Engagement
    Gain knowledge to understand how and when “External Factors” will change and when disruptions to our businesses may occur
  • 3
    Future-Proofing: This, as the name suggests, is a long-term planning strategy and process methodology to be prepared for the necessary transformations needed for the future.
    Future Proofing
    Including adaption to external factors in our strategic plans
  • Legal Standards
    Following local laws, gives business a relatively large space to operate in.
  • International Standards Today
    Operating voluntarily to international standards requires a systemic approach and higher levels of control and performance i.e., a constricted operating space.
  • Best Practice Today
    Companies operating at best practice levels are normally driven by visionary leaders.
  • More Demanding Legal Standards by 2030
    By 2030, to be on the road to a sustainable planet, businesses will have to perform better than ever.
  • Legal Standards for a Sustainable World 2050
    By 2050, only the best managed business, with highest performance will be able to survive.

Responsible Stewardship Within responsible stewardship, we have identified five thematic areas in this report, which encapsulate our key sustainability initiatives. These focus areas also align with many of the UN Sustainable Development Goals and other global standards.

  • Responsible Supply Chain

    We are constantly finding new ways to make our supply chain responsible, inclusive, resourceefficient and agile.

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  • Chemical Management

    Chemicals management forms an important aspect of product designing, safe operations and ensuring quality of effluent from our units.

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  • Circular Economy

    We aim to achieve circular economy principles through innovation, scalable solutions and unlocking markets for sustainable products.

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  • Product Innovation and Customer Centricity

    Our relentless focus on product innovation coupled with customer centricity has led us to develop many value-added products (VAP)

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  • Digital Transformation Customer Centricity

    Our textile business is incorporating digital solutions to make our operations as well as our supply chains more efficient, safer and more economical.

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Mr. Satyaki Ghosh Chief Executive Officer

Our ambition to expand our footprint across geographies and markets is inclusive of our sustainability efforts. To achieve the targets we have set for the expansion of our product protfolio, we have engaged with multiple peers and key industry players. Our Thai Acrylic Fibre unit is at the forefront of innovation.

Sustainability Journey & Roadmap- 2020 of TAF TAF has embarked on its sustainability journey in 2013 and has only strengthened its resolve to become a sustainable and responsible business ever since.


To be the World Leader in Acrylic Fibre Business and achieve customer delight through excellence in all spheres of activities.


To deliver superior value for all stakeholders

Mr. Varadharajan Venkatesan Chief Financial Officer

At TAF, we embrace change with open arms. We have identified the risks & opportunities in the textile markets and aim to transform these into catalysts for our better performance.

Sustainability Highlights

SAC Higg Index

WASH Pledge Score


Economic Value Generated

Trend showcasing our economic value generated (USD million)

Economic Value Distributed

Trend showcasing our Economic Value Distributed (USD million)

Economic Value Retained

Trend showcasing our economic value retained (USD million)

Energy Consumption

Trend showcasing reduction in our total energy consumption (GJ)

Water Withdrawn

Trend showcasing water withdrawn (kL)

Training Hours

Trend showcasing our training hours

Emission Intensity

Trend showcasing reduction in our emission intensity (GJ/MT)

Water Recycled

Trend showcasing increase in the quantity of water recycled (kL)

Injury Rate

Trend showcasing annual injury rate (%)