Arvind Ltd Management Discussions

#Return on net worth had minor dilution on account of higher investment in recent years

Segment-wise or Product-wise Performance

Woven

Woven segment revenues was higher by 4% from 2,518 crores in FY24 to 2,611 crores in FY25. Volumes grew from 122.5 million metres to 128 million [63% export] in FY25.

Average price realisation for Woven products fell to 193 per metre in Q1 and gradually improved to close the Q4 FY25 at

206 per metre.

Denim

During the financial year, the Denim fabrics business clocked 1,279 crores against 1,257 crores in the previous year. In terms of volumes, the full year tally stood at 51.6 million metres compared to ~47.6 million metres in FY24. The proportion of exports reached 59%. Multiple factors are driving this increase in Denim volumes. One is Arvinds verticalisation strategy is showing results to convert more and more of our fabric to garments by converting few of our fabric customers to vertical customer, which is driven by diversification of vendor base and changing of sourcing strategies at customers end towards one-stop solutions to reduce cost and time.

Price realisation for Denim remained range bound during the year.

Price realisation for Q4 of Denim is 245 per metre.

Garment

Revenues from garmenting part of our textiles business increased from 1,595 crores in FY24 to 1,699 crores in FY25, this is on account of higher demand in knitwear.

Overall garmenting volumes for full garments (not counting the small SMV essential products) stood at 37 million pieces across our facilities located in Karnataka, Ranchi and Ahmedabad area.

This grew by 16% from 32 million in FY24 volumes.

Advanced Materials

FY25 marked another year of continuing growth in the Advanced Materials Division (AMD) business. Revenue from the segment stood at 1,544 crores which was 8% higher than 1,428 crores clocked for FY24. All three clusters of AMD – namely, Human Protection, Industrials and Composites delivered healthy growth.

The global macro and geopolitical environment is quite uncertain and marked by increasing volatility. Interestingly, it also offers clear signs of opportunities.

Recently concluded trade deal with UK, and likely similar deals with USA significant opportunities and Europe shouldunlock for us. The broader trend of western buyers finding alternative to China continues to drive interest and enquiries from many of our customers, especially the Americans. Overall economic and political stability of India continues to reinforce the belief among buyers as preferred sourcing destination. Many buyers are investing to ramp up their local teams as they look to scale up volumes.

In the short term over next couple of quarters, volatility continues to be strong. US tariffs announced in early April, and ongoing changes on the topic continue to impose uncertainty. While some customers have expedited buying to pre-empt a potential increase in tariff post 90-day period, others have put the decisions on hold anticipating a quick trade agreement. Irrespective, most customers have asked for us to part absorb the 10% tariff has been imposed in the interim.

In summary, we believe we should be on an opportunity path once we are out of this short-term uncertainty. Looking ahead, we are cautiously optimistic about the year ahead. While we are watching the impact of tariff the business from its negative the short-term disruptions in margin to be a pain point, however we are also trying to negate the overall impact by doing higher volume and cut cost wherever we can. Our strategy is to be long with discerning customers and stand by them to be a partner in progress, which in time turn positive for us as well.

While FY25 has had its own challenges, in our view it was a watershed year for us, we have a full team and all of us have started a new journey, where we look to the future with renewed vigor and decades of growth.

Risks and Concerns

The Company has a robust Enterprise Risk Management framework for timely and effective identification, assessment, and mitigation of key business and operational risks. The key risks and their corresponding mitigation measures are described below:

• Raw Material Risk:

The volatility in prices of raw materials such as cotton, specialty fibres and yarns, glass roving, specialty chemicals, and resins increases the input costs which adversely impacts the Companys profitability. Further, many raw materials used in AMD correlates with crude oil prices and volatility in crude oil prices may weaken AMD margins.

The Company monitors price fluctuations and follows inventory management and responsive procurement policy to ensure timely procurement of raw materials at competitive prices. It also engages in contracts with clients and tries to pass on variations in the prices of raw materials to them to protect margins.

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• Economic Risk: The geopolitical turmoil, global economic slowdown, high inflation and the threat of a looming recession in key markets like the US and Europe have led to a slowdown in the export market. Demand compression could reduce the Companys export business.

The macroeconomic environment in the US/EU markets has started to improve though the export demand continues to remain uncertain. However, the domestic market will continue to provide sizeable business opportunities for the Company.

Exchange Rate Volatility Risk:

Since a foreign currency and a major part of the costs are in Indian Rupees, any movement in currency rates would impact the Companys performance. Exposures on foreign currency sales are managed through the Companys hedging policy, which is reviewed periodically to ensure that the results from fluctuating currency exchange rates are appropriately managed. The Company strives to achieve asset-liability offset of foreign currency exposures and only the net position is hedged. The Company also uses forward contracts and foreign exchange options towards hedging risk resulting from changes and fluctuations in foreign currency exchange rates.

Logistics Risk:

The ongoing Russia-Ukraine war has adversely impacted the global supply chain network. Since majority of the Companys business is export-oriented and depends on the supply chain for exporting final products, any kind of disruptions in the supply chain, rising container shipping costs, availability and delays pose severe challenges for the business. Further, inadequate and inefficient logistics in

India lead to delays and high costs of logistics.

The Company has strengthened its supply chain network and developed strong relationships with suppliers and vendors for smooth operations.

Risk of Continuing Losses in Few Subsidiaries:

Some of the Companys subsidiaries are yet to become profitable, while others have not demonstrated consistent year-on-year improvements in their bottom lines. Their subdued performance has negatively impacted the

Companys overall consolidated profits.

To address this, the Company has devised a plan to rationalise capital allocation among the underperforming subsidiaries.

This strategy is expected to enhance profitability and returns at the consolidated entity level.

Disaster Risk:

The Company is susceptible to disasters and crises such as pandemics, earthquakes, geopolitical instability, fire hazards, etc. which may cause operational disruptions, shutdowns or production cuts, project delays, supply chain hurdles, and increased construction costs.

The Company prioritises the safety of its stakeholder community and ensures business survival during unpredictable crises. It has a well-designed safety management policy that eliminates/reduces the risk of workplace incidents. Its proper implementation and updation enable effective prevention besides equipping the employees to handle unforeseen incidents. To reduce exposure to fire-related hazards, it has placed pressurised fire protection and related systems at strategic locations to deal with fire-related incidents.

Technology Risk:

There is a constant requirement for technology upgradation and regular R&D to enhance efficiency and productivity.

Failure to use the latest and sustainable technologies to cater to the changing requirements of the global market may lead to loss of business.

The Company gives utmost importance to technology and proactively invests in R&D, modern and sustainable technologies, machinery and equipment for improving the manufacturing process, and quality and strengthening its product portfolio to cater to emerging market trends.

While the medium-term future looks more certain than ever, the near-term headwinds persist on multiple counts.

We are in the middle of two volatilegeopoliticalconflicts, multiple geographies undergoing election season, interest rates fatigue continues to be high adding to deflationary pressure resulting in oscillating consumer demand. While the global trade showed resilience in past twelve month, we will continue to be watchful of the said risks to take possible timely mitigating action.

• Human Resources / Industrial Relations

The Company considers its employees as the most important asset and integral to its competitive position. It has a well-designed HR policy that promotes a conducive work environment, inclusive growth, equal opportunities, and competitiveness and aligns employees goals with the organisations growth vision. Its human resource division plays a crucial role in nurturing a strong and talented workforce. It provides opportunities for professional and personal development and implements comprehensive employee engagement and development programmes to enhance the productivity and skills of its employees. The Companys employee strength stood at 32,094 as on March 31, 2025. Further, industry relations remained peaceful and harmonious during the year.

Internal Control Systems and their Adequacy

The Company maintains an efficient internal control system commensurate with the size, nature and complexity of its business. The internal control system is responsible for addressing the evolving risks in the business, reliability of financial information, timely reporting of operational and financial transactions, safeguarding of assets and stringent adherence to the applicable laws and regulations. The internal auditors of the Company are responsible for regular monitoring and review of these controls. The Audit Committee periodically reviews the audit reports and ensures correction of any variance, as may be required. Key observations are communicated to the management who undertakes prompt corrective actions.

21. P articipation/Inclusion/Representation of women:

22. T urnover rate for permanent employees and workers (Disclose trends for the past 3 years)

23. Names of holding / subsidiary / associate companies / joint ventures

The list of holding / subsidiary / associate companies / joint ventures along with % of shareholding is mentioned on Page 389 of the annual report. We do not participate in the business responsibility initiatives of these entities.

24. (i) Whether CSR is applicable as per section 135 of Companies Act, 2013: Yes (ii) T urnover ): 7,632.32 (in

(iii) Ne t worth ): 3586.36 Crore, The average net profit of the Company is 385.64 crore. Two percent of the net profit, (in i.e. 7.71 crores, was the CSR obligation and we have spent 7.75 Crore for fulfilling the same.

25. Complaints/Grievances on any of the principles (Principles 1 to 9) under the National Guidelines on Responsible Business Conduct

26. Ov erview of the entitys material responsible business conduct issues

Below are the material responsible business conduct and sustainability issues pertaining to environmental and social matters that present a risk or an opportunity to us, the rationale for identifying the same, approach to adapt or mitigate the risk along with its financial implications.

This section helps us demonstrate our structures, policies and processes put in place towards adopting the NGRBC Principles and Core Elements.

7. S tatement by director responsible for the business responsibility report, highlighting ESG related challenges, targets and achievements (listed entity has flexibility regarding the placement of this disclosure)

Refer to the ‘Message from the Chairman on page 10 of the Annual Report.

10. De tails of Review of NGRBCs by the Company:

11. Has the entity carried out independent assessment / evaluation of the working of its policies by an external agency? (Yes/No). yes, provide name of the agency.

Yes, the assessment were conducted by various agencies. The name of some of them are: Control Union, Leadership & Sustainability, etc. Apart from this our customers i.e. retail brands also assign third-party agencies to conduct assessment of our policies and procedures.

12. If answer to question (1) above is "No" i.e. not all Principles are covered by a policy, reasons to be stated: Not applicable as all ‘yes in question (1) above

At Arvind, our governance is built on the foundation of strong ethics, progressive policies and robust processes. Consistent high standards o transparency and accountability have helped us win shareholder trust and fulfil our responsibility towards the environment f and our host communities.

1. P ercentage coverage by training and awareness programmes on any of the Principles during the financial

3. Of the instances disclosed in Question 2 above, details of the Appeal / Revision preferred in cases where monetary or non-monetary action has been appealed.

4. Does the entity have an anti-corruption or anti-bribery policy? If yes, provide details in brief and if available, provide a web-link to the policy.

Yes, the anti-corruption and anti-bribery are part of the Code of Conduct and the ESG Policy of the organisation. The policies can be viewed at: https://www.arvind.com/corporate-governance

5. Number of Directors / KMPs / employees / workers against whom disciplinary action was taken by any law enforcement agency for the charges of bribery/corruption:

6. De tails of complaints with regard to conflict of interest:

7. Pr ovide details of any corrective action taken or underway on issues related to fines/ penalties / action taken by regulators / law enforcement agencies / judicial institutions, on cases of corruption and conflicts of interest.

Not Applicable

8. Number of days of accounts payables ((Accounts payable *365) / Cost of goods/services procured) in the following format:

Note: The figures for FY23-24 is revised, considering the additional guidance provided by SEBI.

9. Open-ness of business

Provide details of concentration of purchases and sales with trading houses, dealers, and related parties along-with loans and advances & investments, with related parties, in the following format:

Note: The figures for FY23-24 is revised, considering the additional guidance provided by SEBI.

1. A wareness programmes conducted for value chain partners on any of the Principles during the financial year:

Currently, w do not have well-defined principle-wise training programmes for our value chain partners. However, we continuously engage with them through various mediums and have extended our companys responsible practices through our Supplier Code of Conduct which guides them on the broader topics of labour and human rights, EHS, business integrity, reporting of unethical practices, etc. The Supplier Code of Conduct can be accessed here: https://www.arvind.com/corporate-governance

2. Does the entity have processes in place to avoid / manage conflict

Yes, we have a Code of Conduct for Directors and Senior Management Personnel. Each Board Member or Senior Management Personnel should endeavour to avoid having his or her private interests interfere with (i) the interests of the Company or (ii) his or her ability t perform his or her duties and responsibilities objectively and effectively. Board Members and Senior Management o Personnel should avoid receiving or permitting members of their immediate family to receive, improper personal benefits from the Company including loans from or guarantees of obligations by the Company. A Board Member should make a full disclosure to the entire Board of any transaction or relationship that such a Board Member reasonably expects could give rise to an actual conflict of interest with the Company and seek the Boards authorisation to pursue such transactions or relationships.

Our sus tainable sourcing approach, R&D efforts, product innovations, recycling initiatives and responsible waste disposal help us in ensuring product sustainability across the life cycle. This is in line with our commitment to the community and the environment.

1. P ercentage of R&D and capital expenditure (capex) investments in specific technologies to improve the environmental and social impacts of product and processes to total R&D and capex investments made by the entity, respectively.

Yes, We at Arvind, believe that sustainability when systematically embedded at source gets cascaded throughout the operations and the value chain. As mentioned earlier, sustainable sourcing is a material issue for us. For the same, we have integrated sustainable sourcing into our business.

Since cotton is our key raw material, we are actively engaging with around 90,000 farmers for capacity building and procurement of cotton through our nominated ginners. Apart from this, we are also sourcing yarns made out of recycled and alternate natural fibres.

The other major raw material that we source is Dyes & Chemicals. For that, we are opting for GOTS and ZDHC MRSL compliant chemicals in our manufacturing sites. We are also engaged with numerous multi-stakeholder institutions like Textile Exchange, Zero Discharge of Hazardous Chemicals, etc. to bolster our sustainable sourcing strategies.

37%

3. Describe the processes in place to safely reclaim your products for reusing, recycling and disposing at the end of life, for (a) Plastics (including packaging) (b) E-waste (c) Hazardous waste and (d) other waste.

As part of our commitment to sustainability and environmental responsibility, Arvind Limited has implemented comprehensive processes to safely reclaim, reuse, recycle, and dispose of products at the end of their life cycle in which waste is collected and responsibly disposed in accordance with the regulatory norms defined by the State Pollution Control Board (SPCB) / Central Pollution Control Board (CPCB) for different waste categories,

a) Plas tics (including packaging) Collection and Segregation: Plastic waste is segregated before storing.

Reuse: Any plas waste which can be re-used internally is firstly reused, if they cant be reused, it is sent to government tic approved recyclers for recycling.

b) E-waste Collection: The e-waste is collected through the IT department, as they are responsible for managing all assets. When the

IT assets are collected, all the data is wiped off before sending it for disposal or recycling.

Authorized Disposal: We responsibly dispose of our e-waste by selling it to certified e-waste management companies.

c) Hazardous Waste

Identification and Segregation : Our trained employees meticulously identify hazardous waste to ensure proper separation and collection.

Safe Storage: Hazardous waste is stored in designated areas following strict safety protocols like separate storage, covered sheds, etc.

Certified Disposal : The waste disposal follows strict government guidelines to minimize environmental impact.

d) Other Waste

Waste Segregation: In addition to the waste categories mentioned above, any other waste is also kept separately through comprehensive segregation of organic, inorganic, and non-hazardous waste.

Organic Waste Management: To maximize resource recovery, we convert our organic and food waste into clean energy by utilizing it in the biogas plant for biogas generation.

Recycling Non-organic Waste: To contribute to a circular economy, we sell recyclable materials like scrap metal, used oil etc. to facilities specializing in their reuse or recycling.

Arvind Limited continuously reviews and updates our waste management processes to incorporate best practices being followed by the industry. We also conduct training and awareness session to ensure proper waste management.

4. Whe ther Extended Producer Responsibility (EPR) is applicable to the entitys activities (Yes / No). If yes, whether the waste collection plan is in line with the Extended Producer Responsibility (EPR) plan submitted to Pollution Control Boards? If not, provide steps taken to address the same.

Yes, We comply with the applicable norms.

1. Has the entity conducted Life Cycle Perspective / Assessments (LCA) for any of its products (for manufacturing industry) or for its services (for service industry)? If yes, provide details in the following format?

2. If there are any significant social or environmental concerns and/or risks arising from production or disposal of your products / services, as identified in the Life Cycle Perspective / Assessments (LCA) or through any other means, briefly describe the same along with action taken to mitigate the same.

3. P ercentage of recycled or reused input material to total material (by value) used in production (for manufacturing industry) or providing services (for service industry).

Note: The figures for FY23-24 is revised, considering the additional guidance provided by SEBI.

4. Of the products and packaging reclaimed at end of life of products, amount (in metric tonnes) reused, recycled, and safely disposed, as per the following format:

1: Plastic & E-waste are collected by authorised collectors for safe recycling. 2: Hazardous waste is safely disposed of by the authorised collectors.

3: Other waste, which constitutes hard, soft and chindi waste that results from various production activities as well as metal, rubber, paper and glass waste. All these waste are majorly recycled only some part of it is reused.

5. R eclaimed products and their packaging materials (as percentage of products sold) for each product category.

At Arvind, we empower our employees by providing a happy workspace, friendly policies, learning opportunities and growth options, thereby creating an environment where they can achieve their personal and professional goals.

Note: Only insurance expenses are included in this.

*All the employees and workers who are eligible for ESIC are covered.

3. Ac cessibility of workplaces

Are the pr / offices of the entity accessible to differently abled employees and workers, as per the requirements of the emises

Rights of Persons with Disabilities Act, 2016? If not, whether any step is being taken by the entity in this regard.

Presently, we are compliant for certain disabilities. For all our new projects, the blueprints will be subjected to an assessment by the relevant authority and it will be compliant according to the Act.

4. Does the entity have an equal opportunity policy as per the Rights of Persons with Disabilities Act, 2016? If so, provide a web-link to the policy.

Arvind ensures that the employees are treated fairly and with equality, regardless of their race, sex, or disability. All the employees have equal chance to apply for any internal job postings or promotions, and training opportunities at the workplace. For details refer to our opportunity & non-discrimination policy available at https://www.arvind.com/our-people.

5. R eturn to work and retention rates of permanent employees and workers that took parental leave.

Note: All the employees that took parental leave returned to work.

6. Is ther e a mechanism available to receive and redress grievances for the following categories of employees and If yes, give details of the mechanism in brief.

7. Membership of employees and worker in association(s) or Unions recognised by the listed entity:

Note: Employees are not part of any association or union, the given figures are for workers only.

8. De tails of training given to employees and workers:

9. De tails of performance and career development reviews of employees and workers:

Note: As per the policy, employees who have joined on or before 30^th September of the financial year are considered for review. All the eligible employees were covered for performance review.

10. He alth and safety management system: a. Whe ther an occupational health and safety management system has been implemented by the (Yes/No). entity?If yes, the coverage of such system?

Yes, Arvind has group-wide Safety, Health & Environment (SHE) policy which endeavours to create safe and healthy working environment at all our facilities. b. Wha t are the processes used to identify work-related hazards and assess risks on a routine and non-routine basis entity?

We f ollow the Hazard Identification and Risk Assessment (HIRA) framework for identifying work-related hazards and risk assessment. This framework helps us in carrying out systematic identification of potential risks, evaluate existing safeguards available to control these risks and develop additional control measures to reduce the risk to acceptable level. c. Whe ther you have processes for workers to report the work related hazards and to remove themselves from such risks Yes, we have a process in place and it is included in the Occupational Health and Safety Procedures Manual. Additionally, we conduct trainings, mock drills, safety talks and seminars for raising awareness of the workers. d. Do the employees/workers of the entity have access to non-occupational medical and healthcare services? (Yes/ No) The workers and employees are covered for health and accidental insurance. Additionally, we also have 24 hours availability of ambulance and basic paramedical services within our operations premises.

Note: For calculating LTIFR, the manhour worked includes the working hours used for payroll disbursement.

As per our policies, safety of individuals overrides all production targets. We believe that occupational illness as well as safety and environmental incidents are preventable. Our facilities undergo audits both internal and external to ensure a safe and healthy work place.

As part of our health and safety initiatives, we have put in place various measures in our facilities, a few of which are listed below:

1. To r the exposure to industry prevalent, irreversible but notifiable diseases like byssinosis and hearing loss, we have educe put adequate precautions like periodic health check-ups and preventive measures like lubrication of machinery, putting false ceiling in our operational sites, provision of ear muffs & PPEs etc.

2. To r the exposure to fire-related hazards, we have placed pressurised fire protection and related systems at strategic educe locations to deal with any fire-related incidents.

We ensure that regular trainings, mock drills, safety talks and seminars are delivered to our employees and workers to raise their awareness on emergency safety management topics.

No significant risks or concerns were highlighted in the assessment.

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)?

Yes, w pr e wide range of benefits like term life insurance, EDLI, death benefit voluntary contribution, and COVID care ovide programme (in case of death of individual due to COVID)

2. Pr ovide the measures undertaken by the entity to ensure that statutory dues have been deducted and deposited by value chain partners.

We ensure that all statutory dues have been deducted and deposited by our value chain partners in accordance with applicable laws and regulations. The internal audit and tax team overlooks the entire process. We have mentioned this as part of our Supplier Code of Conduct and all suppliers need to abide by it. Link to our Supplier Code of Conduct (https://www.arvind.com/ corporate-governance)

3. Pr ovide the number of employees / workers having suffered high consequence

4. Does the entity provide transition assistance programmes to facilitate continued employability and the management of career endings resulting from retirement or termination of employment? (Yes/No)

Yes.

5. De tails on assessment of value chain partners:

6. Pr ovide details of any corrective actions taken or underway to address significant risks / concerns arising from assessments of health and safety practices and working conditions of value chain partners.

Not Applicable

We share a relationship based on mutual trust and consistent engagement with our internal and external stakeholders. Our comprehensive engagement mechanism enables us to understand their expectations and accordingly streamline our policies, processes and products.

1. Describe the processes for identifying key stakeholder groups of the entity.

For our diverse stakeholders with varied interests across the capitals, it is inherently important for us to understand their expectations and integrate those into our business strategy. For this purpose, we collaborated with Ernst & Young LLP for a structured identification of the stakeholder groups. The findings were based on various parameters that impact the sustainability of business such as dependency, responsibility, tension and influence.

2. Lis t stakeholder groups identified as key for your

1. Pr ovide the processes for consultation between stakeholders and the Board on economic, environmental, and social or if consultation is delegated, how is feedback from such consultations provided to the Board.

The consultation between the stakeholders and the Board is internalised in the management process by delegating this process. The Board of Directors at Arvind has constituted various Board Committees – Stakeholders Relationship Committee; Environmental, Social and Governance Committee, etc. Meetings of these Committees are convened by the respective Committee Chairman/Company Secretary. The various Board Committees receive their inputs based on interactions between the stakeholders and our various departments. These departments engage with the stakeholders as mentioned in Question 2 of Principle 4. The feedback of these discussions is provided to the Board by placing the meeting minutes of these Committees before the Directors for their perusal and noting.

2. W hether stakeholder consultation is used to support the identification and management of environmental, and topics (Yes / No). If so, provide details of instances as to how the inputs received from stakeholders on these topics were incorporated into policies and activities of the entity.

Yes, the environmental and social topics identification was done in tandem with the stakeholder identific ation carried out as mentioned in Question 1 of Principle 4. During this assessment, key material issues were identified by us. For managing these issues, we have incorporated various policies & procedures, and implemented various initiatives.

3. Pr ovide details of instances of engagement with, and actions taken to; address the concerns of vulnerable / marginalised stakeholder groups.

NA

Upholding the principles of Human Rights, in letter and in spirit, forms the bedrock of our organisation. We are an equal opportunity employer and strictly adhere to the policy of non-discrimination.

1. Employees and workers who have been provided training on human rights issues and policy(ies) of the entity, in the following format:

2. Details of minimum wages paid to employees and workers, in the following format:

*Note: All median salaries mentioned above are on monthly basis.

4. Do you have a focal point (Individual/ Committee) responsible for addressing human rights impacts or issues contributed to by the business? (Yes/No)

Yes

5. Describe the internal mechanisms in place to redress grievances related to human rights issues.

Grievances related to Human rights impacts or issues at Arvind are addressed via the Whistle Blower Committee and/or the Internal Grievance Redressal Body depending upon the nature of the matter. Any such grievance can be posted through Arvinds Ethics Helpline portal - (https://www.arvind.ethicshelpline.in/portal/en/home)

6. Number of complaints on the following made by employees and workers:

7. Complaints filed under the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 in the following format

8. Mechanisms to prevent adverse consequences to the complainant in discrimination and harassment cases.

For handling the complaints of discrimination, harassment or any other complaint under the scope of the Whistle Blower and

POSH P the identification of the complainant is kept confidential. Further every internal and external stakeholder has set olicies, obligations to follow, to prevent the adverse consequences to the complainant by adhering to the following mechanism (for more details refer to the Whistle Blower and POSH policies:

9. Do human rights requirements form part of your business agreements and contracts? (Yes/No)

Yes

No such significant risk has been identified during the assessment.

1. De tails of a business process being modified / introduced as a result of addressing human rights grievances / complaints.

Not applicable as no such modifications has been introduced in the current reporting year.

2. De tails of the scope and coverage of any human rights due-diligence conducted.

At Arvind, we believe that it is of utmost importance to undertake our business with honesty and integrity while ensuring a safe and conducive work environment for everyone, free of discrimination and harassment. We are committed to uphold and respect human rights across all our operations and businesses, and are guided by the fundamental principles of human rights, such as those enumerated in the United Nations Universal Declaration of Human Rights and the International Labour Organisations Declaration on Fundamental Principles and Rights at Work (‘ILO Declaration). Our commitment towards these fundamental principles is reflected in our Code of Conduct and actions towards our employees, suppliers, clients and communities. Furthermore, we are also complaint according to various national and international certifications like SA 8000, WRAP (Worldwide

Responsible Apparel Production), SEDEX, ISO 45001, etc., for better and safe work practices across all our facilities.

3. Is the premise/office of the entity accessible to differently abled visitors, as per the requirements of the Rights of with Disabilities Act, 2016?

Presently, we are compliant for certain disabilities. For all our new projects, the blueprints will be subjected to an audit by the relevant authority and it will be compliant according to the act.

4. De tails on assessment of value chain partners:

No assessment was conducted.

5. Pr ovide details of any corrective actions taken or underway to address significant risks / concerns arising from assessments at Question 4 above.

No assessment was conducted.

We understand that clean air, fresh water and rich biodiversity are critical for the existence of life on planet earth. By improving energy efficiency, renewables in the energy mix, minimising waste and maximising water recycling, we are helping reduce the increasing burden on the environment.

1. De tails of total energy consumption (in Joules or multiples) and energy intensity, in the following format:

*Pur chasing power parity (PPP) conversion factor for GDP allows for comparisons of GDP volume and expenditure components by adjusting price le differences between countries. According to IMF data, Indias PPP conversion factor for FY 25 is 20.66 INR / USD and for FY24 is 22.4 vel

INR / USD available at https://www.imf.org/external/datamapper/PPPEX@WEO/OEMDC

Note: Indicate if any independent assessment / evaluation / assurance has been carried out by an external agency? (Y/N) If yes, name of the external agency.

Yes, B Gr SI India Pvt. Ltd. For final figures, please go through the BRSR assurance statement at: oup https://www.arvind.com/ sustainability

2. Does the entity have any sites / facilities identified as designated consumers (DCs) under the Performance, Achieve

Two o our ff were identified as designated consumers (DCs) under the Perform, Achieve and Trade (PAT) scheme of the acilities

Government of India. For both the facilities, the target is achieved.

3. Pr ovide details of the following disclosures related to water, in the following format

1: Third party water includes wastewater from municipality, treated wastewater and treated water received from local municipality. Note: Indicate if any independent assessment / evaluation / assurance has been carried out by an external agency? (Y/N) If yes, name of the external agency.

Yes, B Gr SI India Pvt. Ltd. For final figures, please go through the BRSR assurance statement at: oup https://www.arvind.com/ sustainability

4. Pr ovide the following details related to water discharged:

Note: Indicate if any independent assessment/ evaluation/assurance has been carried out by an external agency? (Y/N) If yes, name of the external agency.

Yes, B Gr SI India Pvt. Ltd. For final figures, please go through the BRSR assurance statement at: oup https://www.arvind.com/ sustainability

5. Has the entity implemented a mechanism for Zero Liquid Discharge? If yes, provide details of its coverage and implementation.

Of our 12 facilities, only two facilities does not have a ZLD, however they have RO installed along with conventional waste water treatment technology.

6. Ple ase provide details of air emissions (other than GHG emissions) by the entity, in the following format:

Note: Indicate if any independent assessment / evaluation / assurance has been carried out by an external agency? (Y/N) If yes, name of the external agency.

Yes, B Gr SI India Pvt. Ltd. For final figures, please go through the BRSR assurance statement at: oup https://www.arvind.com/ sustainability

7. Pr ovide details of greenhouse gas emissions (Scope 1 and Scope 2 emissions) and its intensity, in the following

Note: Indicate if any independent assessment / evaluation / assurance has been carried out by an external agency? (Y/N) If yes, name of the external agency.

Yes, B Gr SI India Pvt. Ltd. For final figures, please go through the BRSR assurance statement at: oup https://www.arvind.com/ sustainability

8. Does the entity have any project related to reducing greenhouse gas emissions? If yes, then provide details.

We are engaged in various GHG reduction activities and projects. A few of those are listed below: a. S trengthening and scaling a backward supply chain of biomass to reduce the use of fossil-fuel based energy sources b. Incr easing the use of biomass in our current energy mix c. Installation of a new biomass fired boiler to reduce our dependence on coal d. Incr easing our uptake of renewable electricity by commissioning solar wind hybrid plant

9. Pr ovide details related to waste management by the entity, in the following format

Note: Indicate if any independent assessment / evaluation / assurance has been carried out by an external agency? (Y/N) If yes, name of the external agency.

Yes, B Gr SI India Pvt. Ltd. For final figures, please go through the BRSR assurance statement at: oup https://www.arvind.com/ sustainability

We hav de e an internal process that focusses on classification of waste followed by segregation and storage in separated vised areas. A storage, periodically the waste is collected and responsibly disposed in accordance with the regulatory norms defined fter by the State Pollution Control Board (SPCB) / Central Pollution Control Board (CPCB).

To eliminate the usage of hazardous and toxic chemicals in our products, we are using GOTS and ZDHC MRSL complied chemicals in our operations. In addition to this, we have developed our own Arvind Manufacturing Restricted Substance List (AMRSL) for our suppliers.

Arvind is compliant with all applicable laws and regulations across the sites in which we operate.

As per the WRI Aqueduct Water Risk Atlas, all our facilities are in water stressed region. Our manufacturing operations that contribute above 95% of our turnover i.e., denims, wovens and advanced materials are in Sabarmati basin of Gujarat, whereas our garment manufacturing operation are in Cauvery and Pennar basin. Since all the areas are in water stress, we have reported a combined figure: