Giving back to the society we live in is part of Indian ethos.

In this regard, Trident Limited has been consistently working towards integrating Corporate Social Responsibility into its values, culture, operations and business decisions at all levels of the organization. The Company adopts a business approach that creates a long term shareholder value by embracing opportunities and managing risks deriving from economic, environmental and social developments. At Trident, we tend to grow while creating value for the future generation. Over the years, the nature of the company's involvement with the community has undergone a change. It has moved away from "charity and dependence" to "Empowerment and Partnership

The Company has lived to its commitment to the community with focus not just on commercial aspect but from ecological perspective and is continuously going for environment friendly processes and initiatives. The Company ensures safer, healthier and pleasant environment in working area as well as in community it operates in. The Company had formed SHE (Safety, Health & Environment) committee with three task forces, viz Safety, Health & Environment. Environment Task force is continuously focusing on all parameters to improve the environment not only for the employees but also that of our mother nature. The Company has undertaken various initiatives in this direction which include: 1. Environment friendly product developments - Paper from agri-residue and ECF Technology 2. Practicing 3Rs (reduce, reuse and recycle) and waste management in industrial plants 3. Energy conservation drives by installing power saving technology on the machines in the industrial plants and procurement of energy efficient machines 4. Enhance recycle & reuse of treated effluent for purposes of plantation, maintenance activities in various sections of the i ndustrial plants 5. The Company has implemented rain water harvesting to recharge the aquifers 6. Upgradation of Effluent Treatment Plant (ETP) 7. Commissioning of a Water Treatment Plant (WTP) resulting in use of surface water by industrial plants in place of ground water and thereby saving ground water of the area 8. Proper treatment of sewerage water through STP (Sewerage Treatment Plant) and use of treated water for plantation to reduce waste and also reduce water consumption 9. Producing organic yarn, which is totally environmental friendly and having zero pesticide 10. Adoption of cost effective cleaner technologies, waste minimization techniques and appropriate

pollution control / abatement technologies 11. Generate wealth from waste in various processes in the industrial plants 12. Accreditation of Manufacturing Facilities of the Company to ISO 140001 Trident has also adopted more than 200 villages of Punjab covering about 71000 acres of land and 12500 farmers for enhancing the productivity and quality of cotton. We continuously improve our environmental programs and explore inventive solutions to save our precious environment for future generations.

At Trident, we have a value system of sharing and paying back to society which has been the cornerstone of our success. The Company has created organizational structures to support a wide range of activities in such areas as environmental protection, social contribution, human resource development, information disclosure and compliance. Some of the CSR initiatives taken by the company are highlighted as below: 1. Competence Enhancement of local technicians using our own classroom and faculty 2. Continuous participation in development of Sacred Heart School at Barnala 3. Sponsor of International level World Cup Sports Tournament (Kabbadi Championship) in Punjab 4. Formulation of ASMITA (Women Empowerment Cell) to particularly address the concerns of female members 5. Conducting free Medical Check up camps to address issues like general health care, gynecological problems, orthopedic issues and other health problems 6. Disaster management initiatives for outside the Premises of the company in coordination with civil authorities 7. Provision of residential colonies for operatives at plant sites 8. Organized Blood Donations camps on a regular basis 9. Funding the rural economy on a large scale and outsourcing of 20 percent raw material from the adjacent areas and villages 10. Imparting education to the females of the adjoining villages on various social issues 11. Regular contributions to provide sponsorships to aspiring professionals within

industry 12. Provision of canteens and residential colonies for employees

The Company is building internal competencies, continuous investment in people and infrastructure. We are committed to respect the rights of our employees and aim to promote human rights within our sphere of influence by: Providing transparent working environment Social Security and other medical coverage Training Programs from renowned faculties Endeavors to Be Great Place to Perform Celebration of Festivals in the Organization at all locations thereby strengthening TRIDENT PARIVAAR Discussing major initiatives through Large Scale Interactive Process (LSIP) with participation of all the members. And as far as general masses are concerned, we are continually transforming our portfolio of products to keep up with growing demand for healthier choices through: New Products and Approaches Reformulation of Existing Products Eco-friendly Products Healthy Environment for future generations Trident in a yet another initiative for empowering women, has also invested significantly to come up with a girls hostel in Budni, Madhya Pardesh, which will accommodate about 1,000 female operative members of the organization. Trident has already set up a girls hostel in Punjab which accommodates around 2,000 female operatives.

To provide customer satisfaction Through team work

Based on honesty & Inegrity For continous growth & development

Inspired by challenge We will add value to life & together prosper globally

Culture
We believe that "Together We Can, Together We Will" Our members come from a wide range of educational, cultural and geographic backgrounds and are able to work in a dynamic and professional environment that values each person's perspective. Teamwork, being one of our core values, is reflected in every project undertaken by the members. -Inspired by Challenge! We believe that "Together We Can, Together We Will!" The spirit of being inspired by challenge is a perennial source of inspiration for us and we live by it in letter and in spirit. Creativity, innovation and freedom to accomplish tasks in novel ways are always encouraged. The Group has also introduced a 1P1P (one person one project) initiative, wherein every member in the Trident family undertakes a challenging project and sees it through its completion so that the whole organization can reap its benefits. The concepts of giant W & distributed leadership define the work culture of the Trident Group, which ensures that the path for achieving goals is identified by members and top management collectively. We firmly believe in valuing human talent and empowering our members to contribute in an environment where nothing is impossible. The trident anthem symbolizes this spirit of the organization. Every member here believes kuch bhi asambhav nahin hai, sab kuch sambhav hai

-Open culture. We at Trident live the OPEN DOOR POLICY in its true meaning. Every member, whether at manufacturing or at our corporate office, has access to the MDs (popularly known as RG) personal telephone number and is free to approach him.

This section is concerned with the connections between CSR and stakeholders. In the way of thinking that spread in the USA and various European countries in the late 1990s, CSR is the concept that provides theoretical support for the transformation in business management from striving for quantitative expansion to striving for qualitative improvement. However, there is at present no comprehensive definition of CSR. Therefore, although there are measures of some sort for evaluating CSR, in practice, this is carried out by means of a CSR framework, consisting of a triple bottom line of economic, environmental and social issues.3 An important issue is what stakeholder relationships are when business management is assessed from the point of view of CRS. Considering, for example, the case of shareholders, these being some of the most important stakeholders in a corporation, they generally want good returns on their investments, and thus demand high profits, growth and share prices. If these are not achieved, they put pressure on management, via the shareholders' committee, or they simply sell their shares. In other words, the actions of shareholders constitute a major restrictive factor on a corporation's activities. On the other hand, there have been actions taken by shareholders in the context of CSR, and the roles of socially responsible investment (SRI) funds can be given as an example in this respect. SRI funds have an approach to investment that involves taking social and environmental factors into account in addition to financial performance when selecting the companies with which to invest, and these funds maintain a strong position, especially among institutional investors such as pension funds, in Europe and the USA.4 One of the tools used by SRI funds for selection of companies in which to invest is called 'negative screening'. This involves comparing companies with ethical criteria, and eliminating companies engaged in ethically unacceptable corporate activities. Such activities include paying low wages, having unsafe and/or unhygienic working conditions, using child labour, discriminating against ethnic minorities, polluting the environment, and supporting dictatorial regimes. If the fund judges a company to be problematic in one or more of these respects, the fund eliminates it from its list of investment-worthy companies, or, if it has already invested in it, it sells up and severs connection. In addition, shareholder activism is a method used by SRI funds. What this means is that the fund requests the companies in which it is to invest to act in accordance with the social and/or environmental concerns on which the shareholders place importance; that is, shareholders use those rights that they have, such as the rights to make

decisions, to put forward motions, and to have lawsuits brought on their behalf.5 When these options are taken into consideration, shareholders, as stakeholders, can also be seen to function as restrictive factors on CSR. Another issue is the relationships between CSR and not-for-profit organizations (NPOs), which are increasingly being seen as stakeholders. These NPOs, which form a third sector, in addition to government and business, have in recent years become increasingly active in fields such as welfare, environmental protection, and education, and are in the process of establishing various relationships, as stakeholders, with the CSR actually carried out by corporations. As the aims and organizations of profit-making companies and NPOs are fundamentally different, there is little mutual understanding, and their relationships are therefore usually considered to be antagonistic or distant. When companies pollute the environment or have poor working conditions through prioritizing the pursuit of profit, they are sometimes vigorously criticized or aggressively exposed by NPOs. In this context, the following two international examples can be given: 1. The first company is Royal Dutch Shell Group (Shell), a huge oil corporation. In the mid-1990s, two events occurred with gas extraction, which is the most important part of Shell's business. One of these was the problem of how to dispose of Brent Spar, an oilstorage and tanker-loading platform in the North Sea, and the other was its standing with respect to the Nigerian human-rights activist, Ken Saro-Wiwa, who was executed for his opposition to Nigeria's military dictatorship. With respect to Brent Spar, Shell proposed towing the redundant platform into the Atlantic Ocean, and sinking it in deep water, but NPOs such as Greenpeace objected to this on the grounds that it would result in water pollution, and organized an extensive boycott of Shell petrol stations. In the case of SaroWiwa, Shell's heavy involvement in Nigeria's economy brought it under pressure from the Nigerian government, so it was loath to get involved in politics, and made no effective response. Shell was thus subjected to intense criticism from human rights NPOs, as having been cowed by political pressure, and putting profits first. 2. The second company was Nike, a large, global sportswear manufacturer. Nike does not run its own factories, and instead, in order to increase profits, follows an out-sourcing business model, in which manufacturing is contracted out to low-cost Chinese and South-East Asian factories. However, these factories have been sharply criticized by NPOs for having poor working conditions, involving very low wages, child labour, and sexual harassment. Initially, Nike maintained that these issues had nothing to do with Nike itself, being problems with the contract companies, and it therefore made no response to the NPOs' demands for amelioration, but this led to a large-scale boycott of Nike's goods, which had a marked negative impact on company profits. The above cases are well known, but there have been numerous similar examples of hostile interactions between companies and NPOs. To summarize, it is clear that NPOs act as stakeholders, and are thus restrictive factors on CSR. Finally, one entity that has an important role as a stakeholder with respect to CSR is the United Nations (UN). The UN has hosted three large-scale international conferences on global environmental protection, at Stockholm (1972), Rio de Janeiro (1992), and Johannesburg (2002), and has played an important role in the international trend towards environmental protection. At

this point it is necessary to explain about the Global Compact. The Global Compact was put forward by UN President Kofi Annan at the Global Economic Forum, held at Davos in January 1999. Annan asked global business leaders to bear in mind the need for all the world's inhabitants to benefit from globalization, and his proposed Global Compact consisted of 10 basic principles, in the four areas of human rights, labour, environment and anti-corruption. Companies supporting these 10 principles pledge to abide by them, and to report yearly to the UN about their activities in these respects. In the case of companies that have signed the Global Compact, it is possible that, rather than their being motivated by an agreement with, and desire to follow, the 10 principles, their aim is to achieve status as brands that are trusted and respected by the UN, a body with very high public status. In this case, the relationship between the companies in question and the UN can be seen as one of resource exchange.

Stakeholder engagement is the process by which an organisation involves people who may be affected by the decisions it makes or can influence the implementation of its decisions. They may support or oppose the decisions, be influential in the organisation or within the community in which it operates, holds relevant official positions or be affected in the long term. Stakeholder engagement is a key part of corporate social responsibility (CSR) and achieving the triple bottom line. Companies engage their stakeholders in dialogue to find out what social and environmental issues matter most to them about their performance in order to improve decisionmaking and accountability. Engaging stakeholders is a requirement of the Global Reporting Initiative, a network-based organisation with sustainability reporting framework that is widely used around the world. Involving stakeholders in decision-making processes is not confined corporate social responsibility (CSR) processes. It's a tool used by private and public sector organisations, especially when they want to develop understanding and agree solutions on complex issues or issues of concern. An underlying principle of stakeholder engagement is that stakeholders have the chance to influence the decision-making process. This differentiates stakeholder engagement from communications processes that seek to issue a message or influence groups to agree with a decision that is already made.[1] The Environment Council developed the Principles of Authentic Engagement. These are intended to provide a framework for geniune stakeholder engagement. The practitioners in stakeholder engagement are often businesses, non-governmental organizations (NGOs), labor organizations, trade and industry organizations, governments, and financial institutions.[2

Partnerships, in the context of corporate social responsibility interactions, are people and organizations from some combination of public, business and civil constituencies who engage in common societal aims through combining their resources and competencies, sharing both risks and benefits.[2] Agreeing on the rules of engagement is integral to the process. It is important for everyone to understand each party's role.[2] Buy-in is essential for success in stakeholder engagement. Every party must have a stake in the process and have participating members have decision-making power. Every party must be committed to the process by ensuring action based on the decisions made through the engagement.
[3]

No decisions should be already made before commencing stakeholder engagement on the issue. It is integral that the dialogue has legitimacy in influencing the decision.[1]

Benefits
Stakeholder engagement provides opportunities to further align business practices with societal needs and expectations, helping to drive long-term sustainability and shareholder value.[1] Stakeholder engagement is intended to help the practitioners fully realise the benefits of stakeholder engagement in their organization, to compete in an increasingly complex and everchanging business environment, while at the same time bringing about systemic change towards sustainable development.[4]