Wipro Sustainability Report 2019 20

Table of Contents
Chairman’s Letter ..................................................................................................................3
Executive Summary ...............................................................................................................6
Sustainability Highlights .......................................................................................................11
Report Profile.......................................................................................................................17
Wipro & Sustainability - A Strategic Overview .....................................................................19
Workplace Sustainability......................................................................................................58
Ecological Sustainability ......................................................................................................66
Customer Stewardship ........................................................................................................75
Financial Stewardship and Investors ...................................................................................86
Supply Chain Sustainability .................................................................................................99
Partnering for Social Change.............................................................................................108

Chairman’s Letter
Chairman’s Letter 3 Wipro Sustainability Report FY2019-20

Chairman’s Letter 4 Wipro Sustainability Report FY2019-20
Executive Summary
In this summary, we present the organization’s contextual background, the diversity of our programs
spanning multiple capitals, its embedding into core organization processes and our engagement with the
wider community. The core principles underlying our engagement with stakeholders and our programs
stem from our values. The values encapsulated in the “Spirit of Wipro” and our brand promise are: “Be
Passionate about clients’ success”, “Treat each person with respect”, “Be Global and Responsible” and
“Unyielding integrity in everything we do”. These values guide all our actions and are foundational tenets
for social change:
Our Core Business: We are a global IT Service organization providing a range of IT and IT-enabled
services that include digital strategy advisory, customer-centric design, technology consulting, IT
consulting, custom application design, development, re-engineering and maintenance, systems
integration, package implementation, global infrastructure services, analytics services, business process
services, research and development and hardware and software design to leading enterprises worldwide.
How We Create Economic Value: We are present in 55+ countries with 700+ clients across various
industry sectors. In FY20, our revenue increased by 4.1% to INR 613,401 million while operating profit
increased by 5.8% to INR 105,730 million. We paid taxes of INR 24,799 million across countries we operate
in. Our total net worth as of March 2020 was INR 559,333 million. As per the shareholding pattern, 74.04%
of total shares is held by the promoter and promoter group, 25.57% by the Public which is mix of banks,
financial institutions, private companies, member of public and others and 0.40% held by Employee Trust
as of 31st March 2020. The ownership structure in Wipro is designed in a way to create economic value on
one hand and, social value on other through the two philanthropic arms in India’s development space.
Our Business Strategy and Risk Management: Our strategy is centered around driving a
“Digital first” approach through four foundational pillars i.e., Business Transformation, Modernization,
Connected Intelligence and Trust. As part of these, we are prioritizing investing to drive growth in key
Strategic fields such as digital, cloud, cybersecurity and industrial and engineering services through our
“Big Bets” program.
A proactive risk management lens is a critical input into the crafting of our strategy. In doing so, we are
informed by global sustainability trends that are likely to impact the emerging business and socio-
economic landscape. Over the past year, we have undertaken a comprehensive Climate Change Risk
Assessment Program for our major operational locations across the globe. This has been carried out for
two scenarios (based on the IPCC defined RCP 4.5 and RCP 8.5) covering medium to long term (2030-2050)
time frames. The significant risks we see are from the possibility of increase disruption to operations due
to extreme weather events, especially in our coastal cities in India. Infrastructure damage, employee
absence and productivity loss are all likely impacts of such climate change induced events. Our mitigation
strategy comprises a robust business continuity plan and appropriate infrastructure insurance.
During the reporting year, we joined ‘Transform to Net Zero’ initiative as a founding member. This is a cross-
sector initiative to accelerate the transition to a net zero emissions global economy by 2050. We are the
only company headquartered in Asia to be invited to the forum. We were also featured in case-lets in the
report on the themes of Ambition, Strategy and Governance: https://www.pwc.co.uk/sustainability-
climate-change/assets/pdf/building-blocks-net-zero-companies-transformation.pdf.
Collaborating With our Customers: Our approach to customer stewardship is based on our vision
of delivering maximum value to our customer organizations based on a solid relationship of trust,
collaboration and competence. Our Customer Centricity framework is used to drive appropriate action that
Executive Summary 6 Wipro Sustainability Report FY2019-20

continually help enhance customer satisfaction. Customer satisfaction surveys are conducted formally at
appropriate intervals to capture customer feedback. We also provide sustainability inspired solutions to
customers across industries like Automotive, Healthcare, Natural Resource, Utilities, Oil and Gas among
others. While we look to create the most customer-centric solutions, we also recognize the related risks
arising out of the pervasiveness of digital technologies. We have a structured risk identification and
mitigation program in place to address areas such as cyber security, data privacy and business continuity.
As the world transitions to a new normal, Wipro is contributing to a more empowered and resilient future
for customers and communities. From building more adaptive "business-anywhere" frameworks to
advanced technologies that fuel the intelligent enterprise, Wipro helps businesses thrive in a world defined
by disruption and driven by transformative technology. We anticipate that our “Digital first” strategy will
be particularly relevant as we believe consumer and industry trends, driven increasingly by the response
to the COVID-19 pandemic, will reshape the way we operate. This will lead to new ways of working, digital
acceleration Adaptabilty, Agile and Resilient Enterprises.
Our Approach to Workplace Sustainability: Value for customers is created primarily by our
talented employees, who design, develop, and implement integrated solutions. We have a global and
diverse workforce of 180,000+ employees spread across 55 countries. We place strong emphasis on
respecting dignity, diversity and being sensitive to human rights. Our policies and processes are designed
to promote transparency and responsible conduct at the workplace. Our people strategy is based on
Culture Transformation, Careers & Capability Building, Communications & Employer Branding and
Employee Experience. We view employees as key stakeholders and provide multiple engagement platforms
and initiatives to facilitate continuous communication, feedback and advocacy. Our approach towards
people development includes developing a strong sense of citizenship and social responsibility as well. We
had over 14,000 employees from nearly 40 chapters in India collectively spend around 44,000 hours in
voluntary engagement on a wide range of community and environmental initiatives. Our multi-dimensional
Diversity and Inclusion program enters in its 13th year and we continue to drive initiatives around the theme
of gender, persons with disabilities, the LGBTQ+ community, nationalities and underprivileged
communities. We extend our efforts in promoting diversity to our partner employees, communities and
supplier networks as well.
Top two workplace related issues exacerbated due to COVID-19 pandemic are health & safety and
transition to work from home - the later influenced by family commitments like care giving, education for
children, domestic work among others. As a response to COVID-19, we activated our COVID-19 Global Crisis
Management task force in early March 2020. The task force was chaired by our Chief Operating Officer and
consisted of several cross-functional teams, including business continuity, Chief Information Officer
(“CIO”) and cybersecurity. Most of our employees were quickly asked to work from home. In order to better
support employees working from home, we have enhanced our cybersecurity measures by installing secure
agents in our systems. Our teams have settled into the new ways of working and our managers are tracking
employee welfare, productivity and customer service delivery progress through the use of various tools, as
we collaborate with our customers on delivering on our commitments. We proactively reached out to our
customers, briefed them of the measures we were adopting and sought their approval. Through these
efforts, we have been able to continue support to the majority of our customers. In the coming year we plan
to conduct materiality assessment and re-assess our position with some of the material issues like work
from home among others.
Partnering With our Supply Chain: We considers our suppliers as vital to our business continuity
and optimal performance. In order to build and maintain a sustainable supply chain, we collaborate with
our suppliers on ethical and responsible sourcing of products and services. We also assess supply chain
risks arising out of weak people practices in our supplier-firms and work with suppliers to mitigate and

eradicate them. Specifically, we engage in strengthening labor and human rights compliance and fair
working conditions. We have a robust people supply chain comprising of contract employees engaged in IT
services and Solutions Delivery, Security and essential functional services such as Maintenance and
Housekeeping.
Our Environmental Externalities & How We Manage Them: Our ecological sustainability
programs comprise multiple themes that are identified through a rigorous assessment of environmental
impacts arising from our business and supply chain operations. The key themes of our ecological
sustainability program are Energy, Water, Waste Management, Campus Biodiversity and Urban Resilience.
One of the pivots of our assessment process is the Natural Capital Valuation exercise, to gauge the impacts
created across our operations and value chain on a comprehensive set of environmental factors. The
results of the assessment have been incorporated back into our sustainability agenda, goals and actions.
Our lifecycle approach to energy efficiency starts with green building design and incorporates rigorous
execution of the use of energy efficient technologies and renewable energy. We have well defined Science
Based Targets (SBTs) for reductions in carbon intensity and absolute emissions till 2050, from 2017
baseline year. These initiatives have resulted into energy saving of 206.7 million over the last decade.
Our rigorous focus on improving freshwater efficiency has resulted in saving of 5189 million liters of
freshwater between FY 2015-20. At the overall level, 41% of our total water requirement in FY20 was met
through recycling. Given the fluid nature of the water problem, our efforts in water goes beyond our
organizational boundaries. We have partnered with expert-organizations, citizen groups and government
bodies to address systemic issues affecting communities in the proximity of our locations through
programs like Participatory Ground Water Management Program.
All our campuses in India segregate, track and manage more than 40 subcategories of waste. Close to 90%
of the total waste from India is recycled through both in-house recycling, and through external reprocessing
through authorized vendor tie-ups.
Our urban biodiversity program addresses the twin aims of creating biodiversity in our urban campuses
while also using it as a platform for wider employee education and advocacy. We believe that biodiversity
in the campus makes for a more holistic work setting, and builds a deeper sense of connectedness and
understanding of our natural surroundings. The scientific consensus around the origin of the Covid 19
pandemic has further reinforced the relevance of this and the call for an urgent recalibration of our
societies to stay within natures balance.
Community Engagement: Our principle of good citizenship and responsibility extends beyond the
boundaries of our core business towards our communities. Our approach in this regard is two pronged: (i)
to mitigate/minimize any negative impacts of our operations on proximate communities, and (ii) to
proactively try and make a positive difference to communities. Our chosen domains of engagement are
education, ecology and community care. Where our approach is to engage deeply and meaningfully on long-
term systemic challenges. The common foundation underlying all our social initiatives is derived from the
values of Sprit of Wipro: ‘Treat each person with respect, Be global and responsible, Unyielding Integrity in
everything we do’ are universal tenets that underline our approach to social change and community
engagement.
Our initiatives are designed to be contextually relevant to local communities and geographies. In India, for
instances, the challenge and complexities of the school education are common at one level but also vary
depending in the geographical, social and cultural milieu. The Wipro Education program partners with civil
society to bring about systemic, long term improvement in school education. The Wipro Earthian program
on the other hand engages with schools and colleges, - to foster sustainability thinking and acting among

the young in India. The Wipro Cares program engage with communities in various part of India, supporting
initiatives on primary healthcare, education for underprivileged and girl children, children with disabilities
and rehabilitation in disaster hit areas. Several of these initiatives are in geographies distant from our
operational locations; we support them as they have significant, intrinsic value, and contribute to long term
social well-being.
Governance and Management: All our programs and actions are based on a strong foundation of
ethics and values, manifest in the Spirit of Wipro. Our values and principles of ethical conduct are
embedded in all our policies, processes and procedures. We also have a comprehensive Code of Business
Conduct for our suppliers that cover basic issues of human and labor rights. Stakeholders are encouraged
to highlight and report any wrong-doing or violation of our values and ethics via the Ombuds process,
without fear of reprisal. The reporting process is open to all and we have a relatively large number of cases
reported, which is the reflection of stakeholder empowerment, transparency, and trust placed in the
Ombuds process. Our approach to corporate governance extends much beyond statutory compliance and
is based on a four-tiered governance structure, with clear roles and responsibilities for advocating,
implementing, reviewing and guiding ethical conduct. While our sustainability strategy and action is carried
out across organizational levels, geographies and functions, the primary oversight of all program is with
our Board of Directors led by our Chairman and the Group Executive Council.
We consider voluntary disclosures such as this sustainability report as being integral to our standards of
good governance. Comprehensive and well-articulated sustainability disclosures reflect a culture of
transparency and accountability that is central to our sustainability philosophy. We have been active
participants in several Environment, Social and Governance (ESG) disclosure frameworks such as the Dow
Jones Sustainability Index, the Carbon Disclosure Index, Ethisphere’s World Most Ethical Company listing.
Our disclosures aligned with GRI (Global Reporting Initiatives) and NVGs (National Voluntary Guidelines) are
available in the public domain.

Sustainability Highlights
Sustainability Highlights 11 Wipro Sustainability Report FY2019-20

Report Profile
Reporting Period for Integrated April 1, 2019 to March 31, 2020
Report - Extended (Referred hereafter in short as ’19-20’)
Date of most recent previous report Wipro Sustainability Report for last fiscal year 2018-19, released
in March
Link to previous report https://www.wipro.com/content/dam/nexus/en/sustainability/
sustainability_reports/sustainability-report-fy-2018-19.pdf
Reporting Cycle Annual basis
Contact Point Mr. P.S. Narayan
Vice President and Head, Sustainability
Email: [email protected]
Scope and Boundary
Businesses*
Wipro Technologies
Wipro Business Process Services
Geographies
America
Europe
India
Japan
Middle East
Asia Pacific
Scope of Reporting
Financial Performance Indicators All Geographies
Environmental Performance Indicators India (Energy data reported for overseas location)
Employee Metrics All geographies
Social Performance Metrics Primarily India
Other Qualitative Reporting All Geographies (unless otherwise specified)
*A list of all entities included in the consolidated financial statements is given in pages 99-103 of Wipro
Annual Report for FY 2019-20. However, the scope of this report is restricted to Wipro Technologies,
Wipro Infotech and Wipro Business Process Services.
Approach
Like our previous reports, we continue to adopt the stakeholder format of reporting. Given that stakeholder
inclusion and engagement is such a crucial cornerstone of the Aa1000 and the GRI frameworks, we believe
that the stakeholder format is more appropriate for focusing attention on key material aspects for each of
the stakeholders. Each individual section on this report is structured as our response to concerns of the
respective stakeholder identified through the materiality assessment. Additionally, for financial year 2019-
20 we have followed the ISO26000 guidelines.
Report Profile 17 Wipro Sustainability Report FY2019-20

Wipro & Sustainability - A Strategic Overview
In this section, we present an overview of the organization’s strategy and business operations. Governance
driven by core values is integral to how we engage and work with our stakeholders. Our approach to
corporate governance in this section coves the key areas of governance by the board, risk management,
Codes of Conduct and Policies, disclosures and grievance redressal and feedback mechanisms. All of these
together provide the anchors for navigating our journey in being a responsible organization:
Organization Overview
Wipro Limited (NYSE: WIT, BSE: 507685, NSE: WIPRO) is a leading global information technology, consulting
and business process services company. We harness the power of cognitive computing, hyper-automation,
robotics, cloud, analytics and emerging technologies to help our clients adapt to the digital world and make
them successful. A company recognized globally for its comprehensive portfolio of services, strong
commitment to sustainability and good corporate citizenship, we have over 180,000 dedicated employees
serving clients across six continents. Together, we discover ideas and connect the dots to build a better
and a bold new future.
Values, Vision, Policies

The Spirit of Wipro is the core of Wipro. These are our Values. It is about who we are. It is our character. It
is reflected consistently in all our behavior. The Spirit is deeply rooted in the unchanging essence of Wipro.
It also embraces what we must aspire to be. It is the indivisible synthesis of the four values. The Spirit is a
beacon. It is what gives us direction and a clear sense of purpose. It energizes us and is the touchstone for
all that we do:
Be passionate Treat each person Be global and Unyielding integrity

about clients with respect responsible in everything we do
Be passionate about We treat every We will be global in Integrity is our core

clients’ success. We human being with our thinking and our and the basis of
succeed when we respect. We nurture actions. We are everything. It is
make our clients an open responsible citizens about following the
successful. We environment where of the world. We are law, but it’s more. It
collaborate to people are energized by the is about delivering
sharpen our insights encouraged to deep on our
and amplify this learn, share and connectedness commitments. It is
success. We grow. We embrace between people, about honesty and
execute with diversity of thought, ideas, communities fairness in action. It
excellence. Always. of cultures, and of and the is about being
people. environment. ethical beyond any
doubt, in the
toughest of
circumstances.
Wipro & Sustainability - A Strategic Overview 19 Wipro Sustainability Report FY2019-20

Wipro Vision
“To earn clients’ trust & maximize value of their business by providing solution that integrate deep industry
insights, leading technologies & best in class execution”.
Policies
Values are the foundational cornerstones of an institution and shape its essential core i.e. ‘what it stands
for’. The Spirit of Wipro is the core of Wipro. Policies and processes further articulate these across key
organizational and stakeholder domains. Some of the key policies are:
• Code of Business Conduct

• Ecological Sustainability Policy
• Corporate Social Responsibility Policy
• Health and Safety Policy
• Supplier Code of Conduct
• Human Rights Policy
Policies and processes are developed based on globally accepted frameworks and norms, industry
benchmarking as well as consultations with leadership and experts. For effective implementation, we have
appropriate governance in place for all policies. Communication, advocacy and engagement is done at
multiple levels through various forums.
Business Overview
Our business comprises of the IT Services, IT Products and ISRE segments:
IT Services
Our IT Services segment provides a range of IT and IT-enabled services which include digital strategy
advisory, customer centric design, technology consulting, IT consulting, custom application design,
development, re-engineering and maintenance, systems integration, package implementation, global
infrastructure services, analytics services, business process services, research and development and
hardware and software design to leading enterprises worldwide. 59.1% IT revenue is from Americas, 24.0%
is from Europe and 16.9% is from Rest of the World.
Our key service offerings and percentage contribution to our revenue are outlined below:
Practices Revenue in FY 2019-20

Digital Operations and Platforms 14.8%
Cloud and Infrastructure Services 25.8%
Data, Analytics and AI 7.3%
Modern Application Services 44.5%
Industrial & Engineering Services 7.6%

Our IT Services business is organized into seven industry verticals:
Strategic Business Units Revenue in FY 2019-20

Banking, Financial Services and Insurance 31.0%
Communications 5.7%
Consumer Business Unit 16.3%
Energy, Natural Resources and Utilities 12.9%
Health Business Unit 13.2%
Manufacturing 8.1%
Technology 12.8%
IT Products
Our IT Products segment provides a range of third-party IT products, which allows us to offer
comprehensive IT system integration services. These products include computing, platforms and storage,
networking solutions, enterprise information security and software products, including databases and
operating systems. We provide IT products as a complement to our IT services offerings rather than sell
standalone IT products.
ISRE Seagmenent
Our ISRE segment consists of IT Services offerings to organizations owned or controlled by the GoI and/or
any Indian State Governments. Our ISRE strategy focuses on consulting and digital engagements, and we
are selective in bidding for SI projects with long working capital cycles.
Key Organizational Metrics

Customer Size Distribution
For IT Services
700
600 571 574
500
400
339 341
300 262 260
200 172 166
96 96
100
41 40
22 22 10 15
0
> $1M > $3M > $5M > $10M > $20M > $50M > $75M > $100M
FY 2018-19 FY 2019-20

Financial Metrics
8,33,171
900000
817026
793516
760640
800000
724921
667583
6,54,698
662716
700000
621195
613401
590393
589060
570753
5,59,333
554179
546359
600000
522695
512440
485346
467384
500000
400000
300000
142412
200000
138259
125221
99467
97240
97218
90031
89414
84895
80081
100000
0
Revenue (Rs Billion) Profit After Tax (Rs Total Cap i talization (Rs Equity (Rs Billion) Debt (Rs Billion) Total Assets (Rs Billion)
Billion)* Billion)
FY2015 -16 FY2016 -17 FY2017 -18 FY2018 -19 FY2019 -20
Number of Shareholders
600000
511881
500000
400000 330075
300000 241154 269694
227369
200000
100000
0
FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20
Number of Employees
200000 188270
175690
156718 165481 163827
150000
100000
50000
0
FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20
Number of employees figures are only for core employees in IT business. Does not include partner
employees, retainers, and support service workforce

Good Governance and Management Practices
Corporate Governance
At Wipro, Corporate Governance is more than just adherence to the statutory and regulatory
requirements. It is equally about focusing on voluntary practices that underlie the highest levels of
transparency and propriety. Our Corporate Governance philosophy is put into practice at Wipro through
the following four functional layers, namely:
Governance By Shareholders
Governance By Board Of Directors
Governance By Sub-Committees Of Board Of Audit, Risk and Compliance Committee,
Directors which also acts as Risk Management
Committee
Board Governance, Nomination and
Compensation Committee, which also
acts as CSR Committee
Strategy Committee
Administrative, Shareholders and
Investors Grievance Committee
(Stakeholders Relationship Committee)
Governance By Management Process Risk Management
Code of Business Conduct
Compliance Framework
The Ombuds process
Wipro Corporate Governance Guidelines can be viewed at:

https://www.wipro.com/content/dam/nexus/en/investor/corporate-governance/policies-and-
guidelines/ethical-guidelines/12766-corporate-governance-guidelines.pdf.
Governance by Management Process

Ensuring regulatory compliance and adherence to standards is of utmost importance to Wipro. Wipro has
a compliance framework and the objective of this framework is to deploy appropriate practices and
processes to ensure compliance with all applicable laws and regulations, globally and to ensure
compliance risks are identified, and adequately mitigated. The Compliance framework includes the Global
Statutory Compliance Policy and Certification Process as approved by the Audit Committee and Board of
Wipro Limited. Electronic dashboards, self-declaration checklists on statutory obligations and audits are
some of the mechanisms to monitor and manage compliance in Wipro.
The Risk Steering Council and Risk and Governance committee, meet on monthly & quarterly basis
respectively, to review key risk themes and provide direction and oversight, to the risk management
process.

Governance by Code of Business Conduct
Wipro has an organization wide Code of Business Conduct which reflects general principles to guide
employees in making ethical decisions. The Code outlines fundamental ethical considerations as well as
specific considerations that need to be maintained for professional conduct. More details are provided in
the Corporate Governance report.
Board of Directors
As at March 31, 2020, our Board had two Executive Directors, six non-executive Independent Directors and
one non-executive non-independent Director. The Executive Chairman and Whole time Director, and the
non-executive non-independent Director are Promoter Directors. The Chief Executive Officer (CEO) and
Managing Director is a professional CEO who is responsible for the day to day operations of the Company.
Of the seven Non-Executive Directors, six are Independent Directors, free from any business or other
relationship that could materially influence their judgment. In the opinion of the Board, all the Independent
Directors are independent of the management and satisfy the criteria of independence as defined under
the Companies Act, 2013, the Listing Regulations and the NYSE Listed Company manual.
The Board is well diversified and consists of two women Independent Directors and three Directors who
are foreign nationals. The profiles of our Directors are available on our website at:
https://www.wipro.com/leadership.
In the opinion of the Board and the Board Governance, Nomination and Compensation Committee, the
following is a list of core skills/expertise/competencies required in the context of the Company’s business
and which are available with the Board:
Wide Management and Strong management and leadership experience, including in areas of business
development, strategic planning and mergers and acquisitions, ideally with major
Leadership Experience
public companies with successful multinational operations in technology,
manufacturing, banking, investments and finance, international business,
scientific research and development, senior level government experience and
academic administration
Information Technology Expertise or experience in information technology business, technology consulting

and operations, emerging areas of technology such as digital, cloud and cyber
security, intellectual property in information technology domain, and knowledge of
technology trend
Diversity Diversity of thought, experience, knowledge, perspective, gender and culture

brought to the Board by individual members. Varied mix of strategic perspectives,
geographical focus with knowledge and understanding of key geographies
Functional and Knowledge and skills in accounting and finance, business judgment, general
management practices and processes, crisis response and management industry
Managerial Experience
knowledge, macro-economic perspectives, human resources, labour laws,
international markets, sales and marketing, and risk management
Personal Values Personal characteristics matching the Company’s values, such as integrity,
accountability, and high performance standards
Corporate Governance Experience in developing and implementing good corporate governance practices,
maintaining board and management accountability, managing stakeholders’
interests and Company’s responsibilities towards customers, employees,
suppliers, regulatory bodies and the communities in which it operates. Experience
in boards and committees of other large companies
Given below is a list of core skills, expertise and competencies of the individual Directors:

Skills/Expertise/Competencies
Name of Director Wide Information Diversity Functional Personal Corporate
Management Technology and Values Governance
& Leadership Managerial
Experience* Experience*
Mr. Rishad A. Premji
Mr. Abidali Z.
Neemuchwala
Mr. Azim H. Premji
Mr. William Arthur

Owens
Mr. M. K. Sharma -
Mrs. Ireena Vittal
Dr. Patrick J. Ennis
Mr. Patrick Dupuis
Mrs. Arundhati
Bhattacharya
Mr. N. Vaghul** -
Dr. Ashok S. -
Ganguly**
* These skills/competencies are broad-based, encompassing several areas of expertise/experience. Each

Director may possess varied combinations of skills/experience within the described set of parameters, and
it is not necessary that all Dire ctors possess all skills/experience listed therein. ** Mr. N. Vaghul and Dr.
Ashok S. Ganguly retired as Independent Directors of the Company with effect from July 31, 2019.
Board Tenure of Directors: In FY 2019-20, 2 members of board has +10 years, 5 members of Board has 0-
5 years and 2 member of board has 6 -10 years. Average tenure of Board of Directors is 10.9 years.
Board Nomination and Selection

Our Corporate Governance Guidelines specify the board nomination process as well as board membership
criteria. We consider different factors of expertise and experience on economic and social aspects in board
selection. These factors such as independence, alignment with company's values, diversity &
complementarity in terms of age, skills and knowledge, management experience, industry background,
perspectives, etc., ensures selection of a Board which can act in the best interests of the company and its
stakeholders.
Training of Board
The board undergoes familiarization program and other continuing education programs which are aimed at
developing and enhancing the collective knowledge of economic and social topics related to their duties as

Directors on an ongoing basis to enable them to perform their duties better and to recognize and deal
appropriately with issues that arise.
Board Evaluation
In line with the Corporate Governance Guidelines of the Company, Annual Performance Evaluation was
conducted for all Board Members, for the Board and its Committees. This evaluation was led by the
Chairman of the Board Governance, Nomination and Compensation Committee with specific focus on
performance and effective functioning of the Board.
Evaluation of the Board was based on criteria such as composition and role of the Board, Board
communication and relationships, functioning of Board Committees, review of performance of Executive
Directors, succession planning, strategic planning, etc.
Evaluation of Committees was based on criteria such as adequate independence of each Committee,
frequency of meetings and time allocated for discussions at meetings, functioning of Board Committees
and effectiveness of its advice/recommendation to the Board, etc.
Evaluation of Directors was based on criteria such as participation and contribution in Board and
Committee meetings, representation of shareholder interest and enhancing shareholder value, experience
and expertise to provide feedback and guidance to top management on business strategy, governance, risk
and understanding of the organization’s strategy, etc.
The outcome of the Board Evaluation for the financial year 2019-20 was discussed by the Board
Governance, Nomination and Compensation Committee and the Board at their respective meetings held in
April 2020. The Board has received highest ratings on Board communication and relationships, functioning
of Board Committees and legal and financial duties. The Board noted the actions taken in improving Board
effectiveness based on feedback given in the previous year. Further, the Board also noted areas requiring
more focus in the future, which include discussion on succession planning and updates to be provided on
the recent trends on corporate governance scenario at a global level.
Conflict of Interest
Board members are not prohibited from serving on Boards and/or Committees of other organizations,
except for companies that are in competition with the businesses pursued by the Company. However,
members of the Board are required to comply with applicable regulatory requirements with respect to
limits on number of directorships in the both the country of incorporation and the country of residence.
The Board Profile section in our Annual Report discloses other board memberships held by our Board of
Directors. Service on Boards and/or Committees of other organizations shall be consistent with the
Company’s conflict of interest policy. Wipro is a promoter group-led company with the promoters having
other diverse businesses and interests. Given the fact that the promoter group has occasions to engage in
Related Party Transactions (RPTs), disclosures on the same are made in our annual reports in the interest
of transparency. Such transactions are guided by ‘Policy on Related Party Disclosures’, an abridged
version of which is made available in our website here.
Risk Management
Risk Management at Wipro is an enterprise wide function that aims at assessing threats to business
sustainability and mitigating those threats. The function is backed by a qualified team of specialists with
deep industry experience who develop frameworks and methodologies for assessing and mitigating risks.
Enterprise Risk Management (ERM) works in close co-ordination with Business teams, Legal, Finance,
Human Resources, Quality, office of the CIO, Delivery, Internal Audit and other Functional teams. Enterprise

Risk Management (ERM) enables and supports business objectives through risk-intelligent assessment
and mitigation mechanisms while providing reassurance to all stake holders including Customers,
Shareholders and Employees. This is done by identifying, assessing and mitigating risks within key
business and functional processes through a collaborative approach. As part of this, the leveraging of
technology and tools for continuous monitoring and reporting of risks is crucial.
Risk Management Framework

The risk landscape in the current business environment is changing dynamically with the dimensions of Cyber
security, Information Security and Business Continuity, Data Privacy and Large Deal Execution figuring
prominently in the risk charts of most organizations. To effectively mitigate these risks, we have employed a
risk management framework, which helps proactively identify, prioritize and mitigate risks. The framework is
based on principles laid out in the four globally recognized standards as below:
• Orange Book by UK Government Treasury
• COSO; Enterprise Risk Management-Integrating with Strategy and Performance (2017) by Tread way
Commission
• AS/NZS ISO 31000:2009 Risk Management - Principles and Guidelines by AUS/NZ Standards Board
• ISO - ISO 31000:2018, Risk management - Guidelines.
Governance Audit Committee Of

Oversight The Board
Tone
@ The top
Standard ERM
Framework Framework Risk
Management People, Process, Management
Technology
Risk management
Identification / Analysis / Evaluate /
Risk Treatment / Monitoring Business
Risk Category
Ownership Governance / Strategic / Operational / Units
Compliance / Reporting
Risk Governance
The Board Committee on Audit, Risk and Compliance consisting of non-executive independent directors
has the responsibility of periodically reviewing the company’s policies for risk assessment and risk
management and assess the steps taken to control such risks. The committee also reviews and approves
the Strategic and Operating Plan of Enterprise Risk Management function of the Company. Concomitantly,
the internal Audit function at Wipro also plays a key role in identifying and highlighting potential risks to
Board Committee. High risks including concerns related to grievance redressal, sexual harassment
prevention and critical security incidents are tracked and reviewed periodically. They are reported to the
Audit committee of the board every quarter. Customer related issues and key employee engagement
developments are also reviewed by the board.

Sustainability Risk Management
Sustainability risks are increasing nowadays and have become a growing concern among investors,
customers, employees, communities, regulators, etc. Over the past year, we have undertaken a
comprehensive Climate change Risk Assessment Program, encompassing both physical and transitional
risks, for our major operational locations across the globe, covering India (12 cities), China, Philippines,
Germany, Romania, the UK and the US. This has been carried out for two scenarios (based on the IPCC
defined RCP 4.5 and RCP 8.5) covering medium to long term (2030-2050) time frames. Climate change risks
like increase disruption to operations due to extreme weather events, employee absence and productivity
loss are likely to impact Wipro’s operations. Our mitigation strategy comprises a robust business continuity
plan and well-covered infrastructure insurance. Going forward we plan to incorporate the findings of the
study into our BCP framework. We are also carrying out Human Rights Due Diligence at our operations and
value chain.

Major Risk Management and Risk Mitigation Initiatives
Major Risks Mitigation Plan
Decisions made by local We have a Business Continuity team in place which is cross
governments or public health functional including delivery, legal, office administration,
bodies owing to the COVID-19 procurement, IT enablement & IT security teams. They are
pandemic, posing restrictions on reviewing the situation closely and providing adequate
physical movement of employees information on the appropriate measures to be taken to remain
thereby impacting business compliant.
continuity.
Risk of an COVID-19 outbreak Constant communication on building employee awareness,

within the company’s premises limited working from campus, proper sanitization, availability of
impacting employee Safety & well- medical staff within the premises, appropriate social distancing
being. are already in place. We have a well-crafted BCP plan in place if
the outbreak affects one campus.
Escalation of Information Security Based on the perceived risks, effective security controls
& Cyber Security risk on account of implemented to detect, prevent and remediate threats. Program
increase in surface area of devices. to continuously monitor the effectiveness of the controls are
implemented to effectively sustain the security controls. Based
on the changing threat landscape, focus is on continuous
improvement of the efficacy of the security controls with the
adoption of new processes and latest technology solutions.
Change in internal controls over In response to the COVID-19 pandemic, we initiated our business
financial reporting. continuity program in March 2020 and facilitated our employees
to work remotely/work from home. Our business continuity
program and the design of our processes allow for remote
execution with accessibility to secure data. There were no
changes to our internal control over financial reporting that have
materially affected or are reasonably likely to materially affect
our internal control over financial reporting during the period
covered in this Annual Report.
Intellectual Property violating or Elaborate program exists and is enhanced on an ongoing basis,
misusing our clients’ intellectual to assess and mitigate the risks on account of intellectual
property rights or for breaches of property, both Customer and Wipro owned. The program is
third-party intellectual property crucial and assists in identifying, monitoring, governing and
rights or confidential information creating awareness across the organization.
in connection with services to our
clients.
Data Privacy regulations (such as The Data Privacy program has been augmented keeping into
General Data Protection consideration privacy regulatory requirements, with specific
Regulation in Europe) relating to emphasis to revalidate all existing frameworks, policies and

personal information dealt with processes that can be leveraged by respective support function
both by and on behalf of Wipro and delivery teams, covering all applicable geographies and
increases the risk of areas of operations. Wipro has implemented the Data process/
noncompliance. Data transfer agreements with customers as well as vendors for
flow down DTA/DPA to ensure GDPR governance of personal
data. We have also strengthened Wipro systems to strengthen
personal data governance from controller perspective. Also
setup a process to handle subject access requests related to
personal data. Implemented Personal incident management
process to ensure speedy governance on personal data related
incidents; if any.
Regulatory Compliances covering A program on statutory compliance is in place with the objective
various federal, state, local and to track all applicable regulations, the obligation arising out of
foreign laws relating to various the same and corresponding action items that requires to be
aspects of the business operations adhered to ensure compliance along with necessary workflows
are complex and non- compliances enabled. The program is monitored and regularly reviewed to
can result in substantial fines, ensure compliance.
sanctions etc.
Functional and Operational risks Appropriate risk and control matrices have been designed for all
arising out of various operational critical business processes and both design and effectiveness is
processes. tested under the SOX & Internal Financial Control Programs and
theme based assessments.
Service Delivery risks relating to Risk Management framework has been deployed for large value
complex programs providing end- deals to assess solution fitness, credit risks, financial risks,
to-end business solutions for our technology risks among other risk factors. Additionally contract
clients. compliance programs are in place with regular reviews, early
warning systems as well as customer satisfaction surveys to
assess the effectiveness of the service delivery and early
detection of any risks arising from the service delivery.
Work place environment, Safety Strong Control measures have been put in place to ensure
and Security. employee health and safety. Awareness is created about various
issues and are communicated on regular basis to employees.
Wipro maintains Zero Tolerance for violators of code of business
conduct. Also employees are provided with an online web portal
to log in concerns relating to various subjects including
environment and safety in the work place.
Business Continuity risks arising Effective implementation of Business Continuity Management

out of climate change related and System (BCMS) and framework aligned to ISO 22301 across
other disruptions like natural global locations, accounts and service functions. The framework
disasters, IT outages, Cyber, will ensure a robust BCM planning to manage any crisis which
pandemic, terror and unrest, could disrupt People and process, Technology and Facility level
power, water and other resource disruption effectively and efficiently.
disruptions etc. which may

challenge or impact our customers
business and availability of People
and process, Technology and
Infrastructure.
Geo political risk arising out of An assessment of doing business in a new country is done in
entering into contracts in a new order to analyze the feasibility of doing business based on the
country. country’s economic stability, corruption index, investment
opportunities, ease of doing business and physical safety.
Risk of Protectionism policies Appropriate measures are being taken to provide uninterrupted
impacting the business. high quality services to the clients at all geographies.
Additionally, localization efforts are being prioritized. More than
69% of the USA workforce is local. In Latin America almost all
our employees are local.
Climate Change Risk Assessment - Case Study

Over the past year, we have undertaken a comprehensive climate change risk assessment program,
encompassing both physical and transitional risks, for our major operational locations across the globe,
covering India (12 cities), China, Philippines, Germany, Romania, the UK and the US. This has been carried
out for two scenarios (based on the IPCC defined RCP 4.5 and RCP 8.5) covering medium to long term (2030-
2050) time frames. The assessment provides detailed analysis of the changes in key climatic parameters
such as temperature and rainfall that are likely to impact Wipro’s operations. It takes into consideration a
variety of climate risks which include, an increase in extremely hot days and extremely warm nights,
increasing frequency of heat waves, exacerbated urban heat island effect, air quality deterioration, urban
flooding and decreasing water availability.
In both scenarios, we see increased probability of higher incidence of water stress, hot days and heat waves
across cities. For the coastal cities of Mumbai, Chennai, Kolkata and Vizag we see a high probability of
increased rainfall events leading to urban flooding while there is the increased likelihood of adverse health
impacts due to Air Pollution in the NCR region. The study has also been used to estimate the extent to which
we could witness reduction in employee productivity and increase in absenteeism due to these physical
risks. Other operational impacts include those on account of changing regulations in the areas of
renewable energy, carbon taxes, green buildings, water management and a shift away from fossil fuel
based transport.
Outside India, we see increased physical climate risks for our operations in Philippines, China, Romania
and the U.S due to floods and cyclones and while Germany and U.K are primarily exposed to transitional
risks due to policy and regulatory changes.
Based on a health survey carried out as part of the study with employees, we see emerging linkages to heat-
induced health issues as well as seasonal vector borne diseases. These adverse heat impacts are likely to
increase in the future, particularly in cities of Delhi, Noida, Mumbai and Vishakhapatnam which are likely
to see an increase in extreme heat conditions. Furthermore, the impacts of vector-borne diseases could
become more sever in the cities of Chennai, Mumbai, and Kolkata, where we are likely to see increase in
rainfall and urban flooding. These impacts may again contribute to a decrease in the productivity of our
employees.

Finally, the study also illustrates how climate change induced financial impacts to our global customers
across sectors could likely lead to contraction in their spends on IT services. For instance, business loss
due to climate change induced financial impacts to energy and utilities sector customers. Going forward
we plan to incorporate the findings of the study into our BCP framework.
Code of Conduct
Wipro has a corporation wide Code of Business Conduct (COBC) that provides the broad direction as well
as specific guidelines for all business transactions. The COBC is applicable to all business practices and
employees, contractor employees and consultants. It covers critical aspects like customer relations,
protecting customer information, supplier selection, conflicts of interest, gifts, entertainment & business
courtesies, communicating with the public, confidential information, intellectual property,
competitive/business intelligence, protecting the privacy of employee and personal information, business
records and internal controls, safeguarding company assets, insider trading, anti-trust and fair
competition, anti-corruption, political involvement/lobbying, global trade; human rights, diversity and non-
discrimination, harassment-free workplace, safe and healthy work environment, and sustainability and
corporate citizenship.
The COBC is socialized at multiple points of an employee’s lifecycle - it is first covered as part of the
induction program of new hires and subsequently; every employee has to take an online test annually to
assert their familiarity with the tenets of the COBC. The code can be accessed here.
The COBC is the central document on which the Company’s ethics compliance message is disseminated to
all employees. Hence, it is constantly reviewed by the Legal & Compliance team to ensure it stays current
with trends and changes in corporate ethics, benchmarking with the best and most ethical companies in
the world, and keeping up with the statutory changes.
Wipro will take appropriate disciplinary action including termination against any employee, agent,
contractor or consultant, whose actions are found to violate the terms of COBC. We have a zero tolerance
policy for non-compliance with the nonnegotiable aspects of COBC e.g. child labor, anticorruption etc. 360
degree feedback process rates Wipro managers on how well they align with the principle of unyielding
integrity.
Compliance Management Framework

Compliance processes at Wipro have the oversight of the Board of Directors, the Audit Committee, and the
Corporate Compliance Committee. The Committee is responsible for matters relating to Wipro’s Code of
Business Conduct, grievance redressal and other applicable statutory matters.
Wipro has an effective framework for monitoring compliances with applicable laws. The Board has
approved a Global Statutory Compliance Policy which provides guidance on broad categories of applicable
laws and process for monitoring compliance. In furtherance to this, an online compliance management
system monitor compliances real-time and provides update to senior management and Board on a periodic
basis. The Audit, Risk and Compliance Committee and the Board periodically monitors status of
compliances with applicable laws based on quarterly certification provided by senior management.
We also have a dedicated in-house Legal & Compliance team focused on compliance to identify and analyze
the legal and regulatory changes resulting in creation and update of policies and processes. The team
oversees compliance with local business laws and regulatory compliance in each of the countries we
operate. It is important to assure the stakeholders that internal systems are fair and just. Global
Immigration Management System (GIMS), Integrated Risk management and Human Resources have been
identified as functions with “material” compliance related risks. As a result, the legal and compliance team

reviews the process of these functions. Dashboards are maintained across Business Units and Support
Functions and reviewed for contractual compliances periodically. Suitable external consulting firms are
engaged for Corporate, Taxation and Labour law compliance activities.
GSCCP Program
In 2014, the Global Compliance Management Project was started with the objective of adopting a global
statutory compliance certification program (GSCCP) framework and automating the framework. The project
covers all functions across 24 countries, including India. Under this project, Compliance Landscaping is
being done under the broad categories of Corporate and Commercial laws; Industry specific laws;
Employment, Human Resource & Immigration laws; Environment, Health & safety; and IT and Data. An
external service provider has been engaged for this project. A compliance tracking tool has also been
implemented, to track statutory compliance across global operations and ensure compliance with all
relevant legal requirements.
Anti-Corruption
Our code of conduct and the supplier code of conduct cover requirements of FCPA (Foreign corrupt
practices act) and the UK anti-bribery act. High risk functions assessed are procurement, Talent
Acquisition, CMF, Human Resources, Facility Management Group, Sales and the geographies selected are
based on the relative ranking in Transparency International ranking of countries we operate in.
Grievance Redressal
Having a robust whistle-blower policy that allows employees and other stakeholder to raise concern in
confidence is an essential condition for a transparent and ethical company. This ensures a robust
mechanism is in place, which allows employees, non- employees, partners, customers, suppliers and other
members of public to voice concern in a responsible and effective manner.
Under Ombuds Policy adopted by each of our businesses, all complaints are addressed to Ombuds and
investigative findings are reviewed and approved by Chief Ombudsperson who reports into the Compliance
Committee. Dedicated email address ([email protected]) has been created to facilitate receipt
of complaints and for ease of reporting. All employees and stakeholders can also register their concerns
through web-based portal at www.wiproombuds.com. Following an investigation, a decision is made by the
appropriate authority on the action to be taken basis the findings of the investigation. In case the
complainant is nonresponsive for more than 15 days, the concern may be closed without further action.
Complete details of the Ombuds process for employees and non-employees is available at the following
links in our website: https://www.wipro.com/content/dam/nexus/en/investor/corporate-governance/policies-
and-guidelines/wipros-ombuds-process/Ombuds%20Policy.pdf.
1347 complaints were received via the Ombuds process and 1409 complaints were closed in FY 2019-20.
All cases were investigated and actions taken as deemed appropriate. Based on self- disclosure
data, 18.6% of these were reported anonymously. The top categories of complaints were people processes
at 43% and workplace concerns and harassment at 23%. The majority of cases (82%) were resolved
through engagement of human resources or mediation, or closed since they were unsubstantiated.
Wipro has a policy and framework for employees to report sexual harassment cases at workplace and our
process ensures complete anonymity and confidentiality of information. Adequate workshops and
awareness programs against sexual harassment are conducted across the organization. The below table
provides details of complaints received/disposed during the financial year 2019-20:

Number of complaints filed during the financial year 125
Number of complaints disposed of during the financial year* 98
Number of complaints pending as at end of the financial year 27
*In addition, 21 cases reported in 2018-19 were disposed during the financial year 2019-20.
Break up of-Complaints received through the Ombuds Process (excluding PSH)

60%
55%
50%
42%
38%
40%
34%
32%
29%
30%
23%
20% 21%22%
20% 17%
14%14% 13%
10% 11% 11% 11%12%11%11%
9% 10% 8%
10% 6%
0%
HR/People Process COBCE/Security Policy Falsification / destruction of Workplace Harassment Others
information
FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20
Source of Complaint
1200
108 4
967
962
1000 951
936
800
600
410 344
400 313
285
251
199
200 135 122
102 80
57 31 36 34 25 7 25 19 11 6 14 3 8 1 2
0
Employee Anonymous Other Vendor Contract Client Ex Employees
Emp/Retainer
FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20

Type of Action Taken (excluding PSH)
80%
73%
71%
70% 64%
60% 57%
48%
50%
40% 34%
30%
30%
20% 17%
15% 14%
13%12% 12% 11% 12%12%
9% 8%
10% 5% 4% 6% 5% 5% 5%
3% 4% 4%
2% 1% 2%
0%
Separation Warning Letter Counselling / Advisory Process/Policy Change Benefits Granted Others
FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20
Besides the Grievance Redressal, the stakeholders also have the option of sharing their concerns with us
via mail mentioned in our website. We have registers at all our locations which can be used by any
stakeholder group to express their concerns. The concerns about unethical or unlawful behavior, and
matters related to organizational integrity which are mandated by law to report are communicated to the
relevant agencies as and when such issues happen. In FY 2019-20, there was no instance of ethical or
unlawful activity which required seeking external advice or reporting to external agency.
Training
Training programs on ethical compliance and the Grievance Redressal are regularly conducted at various
leadership levels. At these interactive sessions, key applicable ethical policies are explained, with real
organizational case studies and relevant judicial pronouncements on ethical matters. Statistical data on
the complaints / concerns received by the Ombuds-persons, and the processes adopted to address these
are shared with the participating leaders. Every new hire is required to attend an ethical compliance
session titled “Spirit of Wipro Session” where key aspects of the ethics framework are communicated. We
have an annual test and certification for all employees on the Code of Business Conduct. Additionally,
specific training through e-learning modules is rolled out on various subjects including anti-corruption,
Gifts, entertainment, and Business Courtesies, and is mandated for all employees in a phased manner.
Other modes of maintaining awareness of ethical compliance among employees include focused training
sessions organized for various functions- Procurement, Operations and Administration, Human Resources,
Finance and Accounts, Internal Audit. At these classroom sessions, key policies relevant to the participants
are discussed and feedback is taken for addressing any changes to processes and policies. Mailers on
Compliance are periodically circulated by the ombuds process group through emails, posters at key
employee access locations. External Trainings are organized regularly for Legal & Compliance, Finance,
Accounts, and Internal Audit teams on anticorruption laws of USA and UK, best practices on implementing
anti-corruption processes in organizations. These sessions are conducted by US external counsel and
consulting firms. In accordance with mandatory local law, all manager-level employees located in the
states of California and Connecticut within the US are required to undergo training and certification on
prevention of sexual harassment. In addition, special training are conducted for Prevention of Sexual
Harassment Committee panel members, and SOPs are published for better governance encompassing the
requirements under law on sexual harassment.

Sustainability Governance
At Wipro, sustainability is every one’s job. The responsibility is spread across hierarchies, functions and
businesses with multiple functions seeing themselves as key stakeholders in its success; among these,
the Global Operations team, the People Function, the Investor Relations team and the Legal team play a
major role in several of the programs. However, the oversight of sustainability programs rest at the
corporate level with our Chairman, Board of Governors and Group Executive Council.
Board Oversight
The Board of Directors comprises 2 Executive Directors, 6 non-executive Independent Directors and 1 non-
executive non-independent Director. In keeping with the company’s Corporate Governance guidelines, the
Board is comprised of a majority of Independent Directors. The Board of Directors has designated one
Independent Director as Lead Independent Director. The Lead Independent Director is responsible for
coordinating the activities of the other independent directors, and to perform various other duties. The
general authority and responsibility of the Lead Independent Director are to be decided by the group of
Independent Directors The nomination and selection process for appointing Directors is led by the Board
Governance, Nomination and Compensation Committee. Nomination is governed by Corporate Governance
Guidelines and the Board Nomination policy. Nomination criteria includes experience, expertise, and
specific diversity factors such as Gender and Nationality, to promote diversity of composition and
perspective. Further, importance is given to personal characteristics such as ‘awareness of the Company’s
responsibilities to its customers, employees, suppliers, regulatory bodies, and the communities in which it
operates’. Familiarization programs are conducted for newly appointed Directors, through meetings with
key officials and senior business leaders. During these meetings Directors are familiarized with the roles
and responsibilities of Directors, as well as other specific aspects such as governance, strategy, and
related matter.
Sustainability governance at Wipro is informed by our strategic choice to work across both dimensions –
business responsibility and social responsibility. Business responsibility is about the organization fulfilling
its essential duties and obligations, and running its business with integrity and ensuring that the ecological
footprint of its operations is minimized. The second dimension of social responsibility is about looking
beyond the boundaries of organization and contributing towards development of the larger community.
The Board Governance, Nomination and Compensation Committee is headed by an independent director,
and also acts as the CSR Committee - an apex body that oversees Wipro's sustainability policy and
programs. The Committee comprising of entirely independent directors has the additional responsibility of
reviewing the Company’s policies on Corporate Social Responsibility, including public issues of
significance to the Company and its stakeholders.
This committee and the Chairman will discuss and sign off the goals and objectives along with the budgets
of CSR programs at the beginning of every year. Subsequently, the sustainability team leadership will
allocate the budgets in line with the defined priorities and goals. The sustainability/CSR leadership team
also presents a quarterly report to the Chairman and the Board CSR Committee.
The Committee comprises Mr. William Arthur Owens, Mrs. Ireena Vittal and Mr. M. K. Sharma. During the
financial year 2019-20, the Committee met four times and in each of the meetings, update on CSR
initiatives were discussed.
Organization Structure
The operating structure of Wipro’s multiple sustainability initiatives is based on the idea of building a
Coalition or network of partners – internal and external – with nodal responsibility lying with a distinct

group. The initiatives are handled by four functional groups at the corporate level which carry distinct
responsibility and accountability but are part of a common sustainability charter under the Chief
Sustainability Officer. The operational oversight of sustainability programs as well as reporting rests with
Head of Sustainability. This includes the responsibility of formally reviewing and approving sustainability
disclosures to ensure comprehensive reporting of material topics as well as seeking external assurance.
The sustainability organization includes four functional groups namely eco-eye, Wipro Cares, Wipro
Education and Wipro earthian. The overarching responsibility for our sustainability charter rest with our
Chief Sustainability Officer who reports to the Chairman. All sustainability programs of Wipro follow the
regular planning and budgeting cycles of the company and are also reviewed by the group executive council:
Wipro Eco-Eye Carries The Primary Responsibility For Sustainability Programs At

Corporate Level. Also Has The Oversight Of Sustainability
Disclosures, Like GRI Sustainability Report And Business
Responsibility Report.
Wipro Cares Works On Our Community Development.
Wipro Education Responsible To Drive Our Education Reform Agenda.
Wipro Earthain Wipro’s Sustainability Education Program For Schools And College
Brings Together Two Of Our Key Concerns: Education And
Sustainability.
Collectively, these four programs pull together the different strands of our sustainability initiative and
steers it in the defined direction. The reporting structure is illustrated below:
Board Sustainability Committee Chairman Founder Chairman
Chief Executive Officer Chief Sustainability Officer
VP &Head of Sustainability
Functional Groups
Responsibility Matrix
All key organizational stakeholders have vested responsibilities related to planning, execution,
evangelization, review, as well as advocacy of the sustainability agenda of the company. Given below is

the responsibility matrix for our environment programs (energy, water, waste and biodiversity). Other
sustainability programs have similar matrix pertinent to their operations:
Planning & Execution Internal External Advocacy

Review Evangelizing
Board of Directors
Group Executive
Council
Business Leadership
Facility Management
Group
Infrastructure Creation
Group
Sustainability Office
Employee Chapters
Human Resource
Finance
Corporate affairs,
Brand &
Communication
Risk Office
Materiality Determination and Our Strategic Sustainability Priorities

Sustainability reporting should aim to be a faithful reflection of the organization’s values, vision, plans,
progress and challenges on the different dimensions of sustainability. Determining ‘materiality’ helps an
organization to understand issues that are relevant to its stakeholders over the short, medium and long
term. This understanding, in turn, makes sustainability strategy and action more in tune with stakeholder
priorities, and more robust in terms of creating impact and navigating risk. The process has to be centered
at the intersection of organizational relevance and stakeholder priorities. In this section, we discuss the
rationale, approach and outcomes of our materiality determination exercise:
Materiality Recalibration
Materiality is informed by the socio-economic context in which an organization operates and the needs of
its primary and/or influencing stakeholders. It requires us to keep ‘ears to the ground’ by understanding
stakeholders’ perceptions and expectations, the business context, local and macro developments and
changing thresholds of sustainability risks and opportunities over time.

The Driving Principle
In addition to the classic framework that maps issues on the basis of ‘Relevance to the Organization’ and
‘Relevance to Stakeholders’, our materiality framework incorporates the following driving principles:
• Incorporation of multiple dimensions: Material dimensions vary from one organization to another as
the context of each company and the industry or geography in which it is operating is not necessarily
the same. The issues faced by a business can be different even within the same sector and geography.
The materiality determination should reflect the complexities of multiple environmental, social and
governance dimensions that are relevant to Wipro as a company and to the IT Services sector. It is also
important to look at the probability and impact of the issues over a long period of time. The societal and
global context could shift and what would have been peripheral in the short term could eventually
become central and critical.
• Individual stakeholder view: The conventional materiality matrix typically places issues based on
relevance to the company and relevance to stakeholders; however, given that a company will have
multiple stakeholders who are often very different in the roles that they play, it makes little sense to
talk about ‘stakeholder relevance’ as an abstract, macro notion unless it is mapped to the next level of
detail to the individual stakeholder.
• Intrinsic worth: In the conventional materiality matrix of ‘Relevance to Wipro’ and ‘Relevance to
Stakeholders’, certain critical sustainability issues may not score high on either of the dimensions. And
yet, they have an intrinsic worth that compels serious and deep engagement. Therefore, our new
framework will look at all these three factors.
Our Approach
The questions ‘Who are your stakeholders?’ and ‘What are their material issues?’ are important starting
steps and we consider these questions as the building blocks of our sustainability initiatives and reporting.
Based on GRI G4 Guidelines and AA 1000 principles of ‘Stakeholder Inclusiveness’, ‘Materiality’ and
‘Sustainability Context’, we have adopted the following approach to determine materiality for our company:
Identifying Issues Prioritizing Issues
• Seeking Stakeholder • Seeking stakeholder

Defining Stakeholders feedback feedback
• Benchmarking • Understanding
• Assessing Internally. sustainability context
• Figuring intrinsic
worth.
Stakeholder Identification
Defining who an organization’s primary stakeholders are, can be relatively straightforward within the
business ecosystem. But when it comes to larger social and environmental contexts, the meaning of
stakeholders can assume a form that is unduly large or amorphous. Here it becomes important to
understand and identify those attributes of stakeholders that makes them important to business and
necessitate meaningful engagement. We began our identification by defining those attributes and then
mapping our value chain to determine stakeholders who qualify the attributes:

Impact Influence Interest
Stakeholder who can impact Stakeholder who can Stakeholder who are
or are impacted by our influence the way we interested in our success or
business. operate. whose well-being is of
interest to us.
We also looked at the three additional factors while finalizing our stakeholders:
Legitimacy Urgency Diverse Perspective
Stakeholder with legitimate Stakeholder with Stakeholder who can further

claims, either contractual or relationship or claim of a organization's understanding
ethical. time-sensitive nature. of an issue.
These led us to identify the following eight stakeholders groups. Readers will note that, except for minor
semantic differences, these are the same stakeholders that appear in our previous reports. Therefore, the
materiality recalibration exercise essentially reaffirmed our earlier decision in this regard:
• Employees
• Customers
• Investors
• Suppliers
• The Education System: Partners and Academic Institutes
• Communities and Civil Society Networks
• Government and Policy Networks
• The Young Citizen and Future Generation
While the first four have direct and operational/ business value chain impacts, the other four are part of the
larger community and society that we operate in.
Identification of Issues
Material issues and their relative importance to Wipro and our stakeholders are not static and are likely to
change with time. In line with this, we followed a threefold approach based on the Five Part Materiality Test
proposed by AccountAbility. We try to present a 360 degree perspective on our business and ecosystem
through this process and its outcomes:

Relevance to Wipro Relevance to Stakeholders
Internal Assessment Stakeholder Feedback

• TEST 1: Direct Economic Impact • TEST 4: Stakeholder behaviour and
• TEST 2: Organizational value & concern
commitments • TEST 5: Societal norms.
External Benchmarking
• TEST 3: Business peer based norms.
Internal Assessment
A significant part of materiality determination stems from the organization’s overall mission, values,
commitments and competitive strategy as well as the impact of or on its economic performance. An
internal perspective on risks as identified through organizational processes like risk assessment studies
and audits or self-assessments using disclosure frameworks is also considered in the process. Listed
below are the sources of information:
• Financial Reports (Annual Reports & FORM 20F)

• Sustainability Reports
• Disclosures (Dow Jones Sustainability (DJSI), Carbon Disclosure Project (CDP), etc)
• Other Risk Assessment Studies & Audit Reports.
External Benchmarking
We conducted an extensive review of literature to identify issues considered as material and identified as
risks by our business peers and also to understand expectations expressed in international standards and
agreements. Listed below are the sources of information:
• Annual Report, Sustainability Report and FORM 20F of peers

• ISO 26000 guidance on social responsibility
• SASB materiality map
• WEF Global Risk Report.
Stakeholder Feedback
Stakeholder inclusiveness is central to the materiality determination process. It is important to consider
reasonable expectations and interests of stakeholders so as to provide a balanced view of the issues that
emerge. At Wipro, we engage with our stakeholders regularly to understand their concerns and develop
plans to address those concerns.
From the above-mentioned sources, a universe of all issues or dimensions that could be material for our
businesses was identified.

Materiality Map
People, Employees And Communities Environment And Ecology
Corporate Citizenship and Philanthropy Biodiversity
Knowledge and Skills Development Environmental Performance
Human Rights - Freedom of Association, Non- Waste
Discrimination, Forced Labor, Child Labor, etc.
Gender Energy
Employee Health Safety and Wellbeing Environmental regulation compliance
Disability Urban resilience
Fair Labor Practice Water
Talent Attraction, Development and Retention Energy
Natural and man-made catastrophes
Corporate Governance And Ethical Business Conduct
Competition Open Source
Customer Privacy IT system security and operational resilience
Operational Efficiency & Speed Accounting for externalities
Corporate Governance Economic performance
Corruption, Bribery, Corporate Fraud Regulatory compliance
Customer Satisfaction Supply chain management
Intellectual Property Rights Innovation
Transparency and Disclosure Service Delivery
Outsourcing Related Issues Data Security
Tax strategy Stakeholder communication
Management Vision Leadership Stability
Prioritization of Material Issues

The sustainability context of each of the issues or dimensions identified was detailed so as to understand
their materiality to our business and industry. Following this, a prioritization exercise was undertaken by
looking at the intrinsic worth of each issue as well as its relative priority. The stakeholder’s feedback was
also taken into account by incorporating their ratings for each of these dimension against four criteria of 1)
Relevance to Wipro’s business operations; 2) Relevance to stakeholders; 3) Impact; and 4) Time horizon of
impact.
In 2014-15, we held a formal consultation with senior leadership, employees and external sustainability
experts from industry and academia, on stakeholder priorities, concerns and expectations. We also
considered inputs from customers and investors. The collective outcome of the consultation process was
a revised materiality matrix. Since then, we have revisited the materiality matrix/map each year, and
consider any refresh that it requires, based on latest stakeholder feedback and input:

Redefine Engage Strategize
• List all material • Engage with large group • List all material
dimensions of internal stakeholders dimensions
• Prepare a shortlist of • Consult key external • Develop programs and
high priority dimensions stakeholders- engagement plans
after core internal customers, suppliers, • Communicate to
stakeholder community, external stakeholders.
consultations. experts from business,
academia and society.
Materiality Reporting of the Year

In line with GRI standard requirement to focus on ‘what matters’ and ‘where it matters’, we undertook an
exercise to determine the most material issues to include in this report from multiple dimensions of risk,
returns and relevance. We adopted the following steps to identify material aspects for reporting:
• Mapping the identified material issues to GRI Topics

• Defining the boundary of each ‘Topic’ based on impacts
• Deciding the scoping of reporting for other issues/dimensions.
From the universe of issues or dimensions that was identified as material, a total of 20 topics have been
finalized for reporting. Depending on the relative importance, the other issues identified will be detailed in
the respective sections as part of disclosure of management approach. The outcomes of the process were
shared with all relevant functions for review and the consequent feedback was incorporated.
Given below is the mapping of identified aspects and topics to respective sections and primary
stakeholders:
Stakeholders What is Where the Why the topic is material? Respective

material? impact occur? Sections
Employment Business continuity and obsolescence are

typical concerns for the technology sector,
given the pace of change that the industry
is known for. Ensuring continued
meaningful employment for employees and
creating opportunities for external talent,
consistently are therefore important focus
areas.
Occupational Health and Safety performance is a key

Health and measure of an organization’s duty of care.
Safety Low injury and absence rate are generally
linked to positive trends in staff morale
and productivity. The aspect is critical for
stability of the workforce especially for an
organization like Wipro.
Diversity and It is legislative mandated in India to provide

Equal equal pay for work of equal value.

Opportunity According to WEF Gender Gap report 2018,
India is part of the bottom forty countries
in global index and one of the worst-
performing countries on Economic
participation and opportunity. Diversity,
especially gender equity, in another well-
known issue in STEM sector.
No- According to the Global Gender Gap Report

Discrimination 20201, it will take another 100 years to
achieve gender equality based on the
current rate of progress. Women represent
39% of the global workforce but accounted
for 54% of job losses as of May 20203.
Furthermore, women are over-represented
People Supply
in sectors which are most heavily hit by the
Chain- Global
pandemic, such as hospitality or the food
(employee,
Employees services industries, further exacerbating Workplace
contract and
inequalities. Sustainability
support staff).
Freedom of The right of workers (and employees) to
Association and organize collectively in organizations of
Collective their own choice is a fundamental provision
Barganing of the UN Universal declaration of Human
Rights.
Capacity The quality of employee is considered to be

Building and an important source of competitive
Career advantage to any organization. Hence
Development maintaining and improving the human
capital of the company, particularly
through training that expands the
knowledge base of employees, is a key
differentiator.
Energy Global Supply Studies estimates that ICT system now use
Chain (includes 1,500 terawatt hours of power per year
business travel which is about 10% of the world’s total
and commute) electricity generated. Jevons paradox
contribute to proposes that the increase in efficiency
69% of total which comes along with technological
environmental progress trends to increase (rather than
impact. decrease) the rate of consumption of that
resources.
Emissions Global Supply Emissions are the major contributors to

Chain (includes climate change. Research from 2018,
business travel estimates the ICT sector's carbon footprint
and commute) to be 730 Mt CO2-equivalents or 1.4% of
contribute to overall global emissions, and the sector
69% of total uses 800 TWh or 3.6% of the global
environmental electricity for its operation. To limit the
impact. negative impact of climate change, it is
critical to limit the temperature increase to
2 degree Celsius above preindustrial level.
Water Operations in World Economic Forum's Global Risk

India as they Report 2018 identifies water crisis as one
of the top high impact risks. The UN-Water
constitute 80%
(2018) forecasts that 2 billion people live in
of overall
countries or regions which experience high
footprint and
water stress and 700 million people
higher impact.

worldwide could be displaced by intense
water scarcity by 2030.
Effluents and Operations in Unmanaged disposal of waste and

Current & Waste India as they effluents can have significant impact on
Future receiving ecosystem and this in turn can
constitute 80% Ecological
generations affect the quality of the water supply
of overall Sustainability
available to the organization and its
footprint and
relationship with communities & other
higher impact.
water users. Reduction of waste and
effluents can contribute directly to lower
costs for materials, processing and
disposal at the same time reduce financial
risks from the loss of raw materials,
remediation costs, regulatory action as
well as reputation.
Campus All large Wipro The vast sprawling campuses where we

Biodiversity campuses in operate gives an opportunity to promote
India. ecological balance by improving
biodiversity.
Urban Primarily India. Given the urban centric nature of our

Resilience operations, ecological issues affecting
urban areas cannot be overlooked by the
organization. A better, safer and cleaner
environment promotes wellbeing of the
citizens.
Customer All our Given the pervasive nature of technology,

Privacy customers and data privacy has become a concern for
businesses. businesses. Any lapse from the
organizations part in safeguarding the
privacy and interests of customers can
have financial, legal and reputation
impacts to business.
Customer
Customer All our Engagement is critical to understand and Stewardship
Engagement customers and meet expectations of customers and
businesses. customer retention is dependent on the
quality of engagements.
Customers
Innovation All our Opportunities to learn and innovate in
customers and emerging areas of work drive the
businesses. engagement levels of employees. Also
innovation helps generate revenue for the
business and builds relationships for the
long term.
Economic Economic Economic performance is key to the

Performance performance: sustainability of any business and the
Across the success of the business cascades to the
value chain, stakeholders involved.
primarily India.
Anti-corruption Anti corruption: Corruption can be a significant risk to

Investors Supply chain business as it can have create legal and Financial
and business regulatory implications. There are Stewardship
functions, instances where instances of corruption by
primarily India. organizations affecting the economy at
large. Anti-corruption as a focus area is
also naturally aligned with our Spirit of
Wipro values.

Supplier Social aspects The responsibility of the business does not Supply Chain
of Supply ends within the boundary of the Sustainability
Environmental
Chain: organization. The suppliers play critical
Assessment role in the sustainability and hence issues
India based
faced by the supplier ecosystem should be
suppliers.
considered by the organization for effective
Supplier Social Environmental risk mitigation. Workplace
Suppliers* Assessment aspects of Sustainability
supply chain:
Categories
based on life
cycle
assessment of
services and
products (see
natural capital
accounting).
Community & Community and Communities in It is critical for business to engage with the Social
civil society India and other social and ecological challenges that face Responsibility
Education
counties where humanity in a deep and meaningful manner
networks; The
we have with long term commitment; for that is the
education
significant only way by which real change can happen
ecosystem operations. on the ground. It is these engagements
Other countries which gives the organizations ‘license to
include South operate.
Africa, United
States of
America.
* Our suppliers are of three categories - Human Resources, Service Providers and Materials & Equipment
Providers. We are covering aspects and topics related to our primary supply chain (contractors directly
engaged in customer delivery) in the section ‘People Sustainability’ and product and services supply chain
related aspects in the section ‘Supply Chain Sustainability’.
Stakeholder Engagement
Organizations do not exist in silos; it can be even said that every organization is the sum total of interactions
with different stakeholders so as to create value for all parties involved either directly or indirectly. In such
a system of interdependencies, engagement with stakeholders is central; however over the past few
decades, stakeholder engagement has become more than just interactions happening over the normal
course of business. Engaging with stakeholders has a greater purpose of understanding risks and
opportunities associated with the social, environmental and economic climate that a business is
embedded in:

Summary of Stakeholder Engagement
Customers Employees
Rationale for Building relationships with customers People are at the core of a
Engagement (Key is core to understanding their business knowledge-based organization like
Drivers / Benefits Of / needs and emerging trends. Close ours. Partnering with employees to
Risks of Not engagement helps understand their expectations and
Engaging) Wipro to communicate unique and feedback enable us to strengthen our
differentiated value to customers. people processes and thereby
strengthen our talent pool enabling
better retention outcomes.
Strategic Objective of Partnerships with customers to meet To solicit feedback and employee
Engagement their present and emerging business perception to enhance and improve
information technology requirements. people processes and improve
employee satisfaction.
To empower employees and provide
them with voice in key people
decisions.
Key Material Issues Quality and timeliness of delivery. Empowerment, Continuous Learning ,
Impact on customer’s business goals. Quality of Work, Work-Life balance,
Does Wipro meet the expected norms Compensation & Benefits, Workplace
on environment, labor and human facilities, Health & Safety ,
rights and corporate responsibility? Counseling and Advice, Diversity in
the workplace, Career planning,
Appraisal and Feedback, Integrity
and transparency at workplace, the
company's larger vision on
sustainability and social issues.
Steps Taken To Deeper engagement with customer Enhanced communication and
Address Stakeholder across levels. collaboration forums to voice
Concerns Develop better review, communication feedback.
and feedback processes. Continuous review and
improvements to existing processes.
Detailed analysis of employee
satisfaction scores and survey
feedback to close gaps.
Modes Of Strategic and operational reviews, Ranges from daily (blogs) to annual
Engagement Customer Meets, Formal customer (360 degree feedback).
feedback and surveys.
Primary Internal The Chief Executive Officer, Chief The Human Resources group,
Custodian Strategy Officer, Chief Business Environment Health and Safety group
Operations Officer, the Chief Quality (joint responsibility for health and
Officer, Sales & Marketing functions & safety).
their teams.
At Wipro, we look at stakeholder engagement as a sine qua non for fostering responsible and sustainable
business practices that benefit both, the organization and the stakeholders. What follows is a summary
representation of our engagement with the eight stakeholders. This acts as a valuable input to our
materiality determination process:

Suppliers Investors
Rationale for Supplier engagement helps reduce Engaging with our investors helps
Engagement (Key risks from quality and disruption of gain diverse perspectives on
Drivers / Benefits Of / services. business strategy and performance.
Risks of Not It also helps us proactively
Engaging) communicate our performance and
future plans, which in turn, can help
strengthen our brand.
Strategic Objective of Partnerships with suppliers to meet To communicate our strategy and
Engagement diverse business operations performance as well as our views on
requirements. economic environment; To seek
feedback on our performance.
Key Material Issues • Ease of doing business with Wipro • Corporate governance
across the Order to Payment life
cycle • Financial performance
• Ability to meet corporate • Labor & Human rights

responsibility requirements - with • Attrition
regards to ethical business
conduct, social practices. • Compliance
Steps Taken to • Communication Strengthen our governance systems

Address Stakeholder and Processes.
Concerns • Capacity building
• Collaboration with suppliers
Modes of Regular operational reviews, Supplier Annual General Meeting, Annual

Engagement meets, Vendor survey. Report, Investor meets, Analyst
conferences.
Primary Internal Central Procurement Office, Wividus Chief Strategy Officer.

Custodian Shared Services, Facility Management
Group.

The Education Ecosystem: Communities and Civil Society
Partners and Academic Networks
Institutes
Rationale for Engagement (Key Education is one of the The imperative for business to
drivers / Benefits of / Risks of strategic long term community engage deeply with communities
not engaging) engagement programs and society stems from the
identified as force multipliers fundamental axiom that for
for effecting social change and business to flourish, the fabric of
sustainable development. It is society must be strong.
one of Wipro's main planks of
societal engagement.
Strategic Objective of Developing a good To engage on systemic issues that
Engagement understanding and capacity are force multipliers for social
building of civil society change and sustainable
organizations working in development.
school education is the core
objective of our education
program.
Key Material Issues Quality of education in schools. Education for disadvantaged
Teacher capacity development children e.g. children of migrant
laborers, children with hearing
Understanding of good
disability et.;
Education;
Primary healthcare for rural
Availability of resource
communities.;
organizations and people in
specific areas in school Environment issues that affect
education. Disadvantaged communities e.g.
water, solid waste.
Long term rehabilitation for
disaster affected area.
Steps Taken to Facilitating mutual learning Designing programs to address the
Address Stakeholder among partner organizations specific;
through annual partners’ needs of the communities with
Concerns
forum; whom we are associated.
Cross-leveraging the learning
from diverse partner
experiences through our
engagement with partners.
Modes of Periodic visits, conference Periodic meetings with partners,
Engagement calls, email, reviews, reports of open meets with community,
workshops or events. partner newsletters.
Frequency 3- 4 times a year for each Varies from monthly to quarterly.
partner/project.
Primary Internal Wipro's CSR group , Wipro Wipro's CSR group, Wipro Cares,
Custodian education - the school Location leadership.
education team.

Governments and Policy The Young Citizen and Future
Networks Generations
Rationale for Engagement (Key Corporations must engage with The young citizen has enormous
drivers / Benefits of / Risks of government as part of the potential as a change agent and in
not engaging) larger charter of bringing about creating lasting positive impact to
systemic changes in society the environment and society. Trying
through legislation, policies to safeguard the interests of future
and directives. generations is a fundamental act of
responsibility leading to.
Strategic Objective of To participate meaningfully To ensure a safe and sustainable
Engagement and to influence policy planet for future generations.
directions for larger social
good.
Key Material Issues India's policies on climate Ecological sustainability of our
change, energy efficiency, planet at a local, national and
water, waste, biodiversity global level;
including SDG’s; Issues of inclusiveness and
Legislation policies on fairness.
workplace inclusion, labor and Meaningful work and livelihoods.
human rights;
The role of corporate social
responsibility and Taxation
legislation in the countries we
operate in.
Steps Taken to Active involvement in both, Design and execution of several
Address Stakeholder policy formulation and in a projects that addresses societal
more general process of and environmental problems
Concerns
debate and dialog on various beyond the scope of business.
challenges of development and
sustainability.
Modes of Planned meetings, workshops, Indirect inference from our school
Engagement taskforces and steering and college interventions as well as
committees of industry with Wipro's employees.
network bodies.
Frequency Varies from monthly to annual
Primary Internal Corporate Affairs group, Senior Human Resources Group, Wipro's
Custodian Leadership, Wipro Sustainability Group, Wipro
Sustainability team. sustainability team.

Alignment with Sustainable Development Goals (SDGs)
Sustainable Development Goals (SDGs) was adopted with the objective of stimulating action over the 15
years (2015-30) in areas which are of critical importance for humanity and the planet. These goals focuses
on achieving sustainable development in its three dimensions – economic, social and environmental – in a
balanced and integrated manner. These goals call for action by all countries, poor, rich and middle income
to promote prosperity while protecting the planet and covers a wide range of issues like poverty
eradication, economic growth education, health, social protection, climate change, environmental
protection.
Given the ambitious nature of the targets for 2030, magnitude of efforts required to achieve them and the
scale of challenge, it is not possible to achieve the goals without meaningful partnership between different
stakeholders. Businesses as drivers of economic growth and employment and a source of finance,
technology and innovation is a key stakeholder and it has great potential to contribute towards the
implementation of the SDGs. At Wipro, we are actively working on multiple aspects of development which
are aligned with the different themes of SDGs.

Advocacy Engagements
Water, Biodiversity, Mobility and Waste Management
• Water: continued to be a major area of collaborative focus for us in 2019-20 The major advocacy
platforms that we have been deeply involved in are summarized below:
• Urban Water: Participatory Ground Water Management (PGWM) and Wetland program seeks to
address the pressing issue of water in Bangalore. It does this through a combination of scientific
hydrogeology and the involvement of several citizen groups as part of a unique decentralized
governance framework. We have a similar project running in Pune through our partners ACWADAM,
which has seen active engagement with the municipal authorities in the city. More information is
available at the program site http://bengaluru.urbanwaters.in.
• Biodiversity: Our participation in advocacy on biodiversity issues is through two national levels forums
- the CII-India Business for Biodiversity Initiative (IBBI) . We have been supporting the “World Sparrow
Day” and the “Wipro-Nature Forever Society Sparrow Awards” for the past five years
• Waste Management: We continue to be part of the sub-committee on ‘Waste’ in the CII National
Environment Committee. We supported a study to understand the contribution of informal economy to
waste and material recycling in Bengaluru. This study was done by Hasiru Dala in association with IIHS,
Bengaluru. The study report has been disseminated through workshops and a publication
• Bangalore Sustainability Forum: This forum was set up in early 2018 and convened by Wipro along with
the National Center for Biological Sciences. BSF brings together civil society, academia, research
institutions and government with the broad goals of fostering curated interactions between different
stakeholders on issues of urban sustainability. Over the past year, the forum has curated three retreats
on the themes of Urban Water, Biodiversity and Climate Change and supported many collaborative
projects through a small grants program. In the present year the forum is hosting ‘Reading for Change’
– interesting book readings connected to SDG’s, podcasts, among others. Program Website:
http://www.bengalurusustainabilityforum.org/
• Mobility: Wipro became the first Indian major business to join EV 100 initiative- a global initiative
launched by The Climate Group, which addresses this alarming concern by bringing together forward
looking companies committed to accelerating the transition to electric vehicles (EVs) and making
electric transport the new normal by 2030. Our initiative is in line with Government of India’s National
E-Mobility Programme and country’s ambition of ensuring that 30% of all vehicles on the road are
electric by 2030.
Diversity
Over the years, Wipro has participated in various eminent forums by bodies like SHRM (Society for Human
Resource Management), NASSCOM, Catalyst, NHRDN (National HRD Network), UNGCNI etc. We continued
our engagement with external stakeholders where we hold advisory board / core committee positions:
• Wipro is part of the core CII committee for employment of people with disabilities and also part of the
NASSCOM working group on gender inclusion. Wipro is also one of the founding member of CII’s
Business for Human Rights Initiatives.
Sustainability and CSR

We continued to strengthen our participation in advocacy on the cause of corporate sustainability as a
whole. Wipro’s electronics city campus was awarded the Greenco Silver Rating by CII-GBC (Green Business
Center). We were the first campus in IT Services sector to have received the award. The rating is provided
based on 700 points performance covering energy efficiency, water conservation, renewable energy, GHG
emission reduction, waste management, material conservation, green supply chain and other innovations.
As Co-Chair of the CII-GBC Greenco forum (Bangalore chapter), the goal is to drive the adoption of the
‘Greenco’ framework by the IT sector. The Greenco framework encourages companies to establish a

multidimensional framework of ecological sustainability that spans the areas of Energy, Water, Waste,
Biodiversity and Product Stewardship.
Speaking engagements in public forums play an important role in building sustainability awareness and
advocacy. We actively participated as speakers in several events in previous years, some examples of which
are: the CRB’s India and Sustainability Standards conference, GRI Conference on Disability Reporting, the
CII Annual Greenco Summit, and Sustainability workshops at IIM Bangalore, IIM Lucknow and MDI Gurgaon.

Workplace Sustainability
Introduction
Our people are our core and as an organization we are committed to their holistic and sustainable
development. We firmly believe that we cannot build a great business without being able to attract, retain
and nurture the best available talent. We are committed to partnering with employees and strengthening
our talent pool by providing them with growth, career enhancement opportunities and a safe and secure
workplace. Today, we have a large and diverse workforce (180,000+ employees of 130+ nationalities
working for us as on 31st March 2020) and we continuously design and implement processes and programs
to foster people development, leadership development and skill enhancements among our global teams.
Business Context
Our people centric interventions are driven by the dynamic business landscape we operate in. Today,
innovations like artificial intelligence, automation and analytics are disrupting traditional business models,
and opening up newer opportunities and revenue streams. Continuous learning is key to staying relevant in
any industry and more so in the IT and ITeS sector. Organizations are moving away from being process-
centric to becoming experience-centric in order to attract, nurture and retain the best global talent.
Human Capital Value Chain

Our human capital interventions are driven by the dynamic business landscape we operate in. Today,
traditional business models are getting disrupted by innovative technologies such as digital, cloud,
cybersecurity and, even an unexpected crisis like the novel coronavirus is establishing newer ways of
working and doing business. Adapting and evolving continuously through rapid learning and embracing
ambiguity are key to staying relevant in any industry and more so in the IT and ITeS sector. Organizations
are moving away from being process-centric to becoming experience-centric to attract, nurture and retain
the best global talent. Our human capital value chain consists of people strategies which are based on the
current and future business requirements. Our policies, processes and systems flow from these strategies
which encompass our employee lifecycle. We also make sure these policies, processes and systems comply
with the laws of the land and international standards, wherever applicable. The outcomes of these people
interventions are evident in our people result indicators, which directly or indirectly contribute to the
intellectual, social, natural and financial capital of Wipro. As part of our governance process, the strategies,
processes and results are reviewed periodically by the leadership and course corrections are made when
and where necessary. Throughout this value chain, our strategies, processes and policies reflect an
unflinching commitment to the Spirit of Wipro values, as well as globally recognized principles of business
responsibility, human rights and corporate governance.
Culture / Values
While our company has transformed many times over the years, the Spirit of Wipro, our core values, has
been the only constant. It is our true north that connects us with the past and guides us into the future. As
we embark on a journey of culture transformation, these values are put into action through the Five Habits,
which are essential to drive a growth mindset. The Five Habits are Being Respectful, Being Responsive,
Always Communicating, Demonstrating Stewardship and Building Trust. We believe in their combined
power to build our culture for tomorrow. Five Habits is a movement at Wipro, championed by the Chairman
and driven by our leaders for all employees to embrace. The Five Habits will be introduced in phases over
6-9 months. As part of phase 1, we have completed immersive sessions with the top 1000 leaders of our
organization as we believe they can spearhead and influence the change.
Workplace Sustainability 58 Wipro Sustainability Report FY2019-20

People Strategy
Our people strategies are geared towards creating an unparalleled employee experience through diverse
learning opportunities, great careers, a strong employer brand and an empowering and inclusive culture
where our employees find meaning in what they do while they create value for Wipro
• Culture Transformation: Build a global inclusive culture that is transparent and drives long term
sustainable performance
• Careers & Capability Building: Catapult careers of key talent and enable employees for careers of
tomorrow
• Communications & Employer Branding: Position Wipro as a great place to belong for employees and
candidates
• Employee Experience: Design an integrated and enriched employee experience through strong
employee advocacy.
People Processes: Key Highlights FY 2019-20

Hiring and Onboarding We are an equal opportunity employer and focus on meritocracy at all stages
of the hiring and deployment process, including role-mapping and remuneration. Localization continues to
be a strategic focus for our talent agenda, and we have made considerable progress in our key markets in
Europe and APAC, in FY20. Our G100 program has successfully brought in diverse talent from across the
globe who are engaged in impactful work and are groomed for leadership roles of the future. We have a
robust process to source and select the best talent, both for entry-level roles as well as lateral hires
through our website, channel partners, job fairs, campus placements, and internal job postings. Our
comprehensive onboarding program, aided by best-in-class systems, helps assimilate new talent
seamlessly within Wipro. We conducted National Level Talent Hunt for engineering and non-engineering
graduates to select the best talent based on a comprehensive coding and analytical evaluation. Around
150,000 students appeared for our tests. Our recruitment process has become more inclusive with
diversity-focused sourcing. As an equal opportunity employer, we do not discriminate on the basis of race,
colour, religion, sex, national origin, gender identity, gender expression, sexual orientation or disability
status. Gender ratios in hiring has been over 45% in our Digital Operations and Platforms business.
Performance and Talent Management: Our development-focused performance management

system is based on the principles of meritocracy, fairness and transparency. Our quarterly review process
continues to be a strong platform to encourage candid, constructive and meaningful feedforward
discussions between employees and managers. Our performance management system leverages Artificial
Intelligence to aid employees and managers in writing effective reviews, thereby nudging them and training
them while they submit reviews quarter on quarter. For employees working on Agile methodology in certain
projects, we have a customised performance management process which incorporates metrics-driven
evaluation and feedback on competencies from self, peers and managers in addition to the quarterly
feedforward discussions. There is an annual 360-degree feedback survey where employees in middle and
senior level roles receive feedback on eight qualities from their teams, peers, internal customers,
managers, external customers. The feedback report is received over an interactive app that enables the
creation of an action plan for self-development as the employee reads the report. At Wipro, succession
planning is an annual exercise. Talent is classified in terms of performance and potential; successors are
identified for critical roles and development actions are framed. Executive coaching is provided to senior
leadership to facilitate their all-round development. Career building is an important pillar of our employee
value proposition and in line with that the promotion and rotation policies have been strengthened to
ensure more employees can take up internal roles and build a career that they aspire to.

Learning and Development: We continue to make significant investments in learning and
development in line with our business imperatives as well as the evolving expectations of our employees.
We have a comprehensive Learning and Development program which caters to the behavioural, technical
and leadership needs of our employees. Our curriculum includes classroom courses, on-the-job-training,
virtual learning, social learning, mentoring and gamified modules to suit the diverse needs of the
participants:
• Social/Peer Learning: 61,000+ employees are members of TopGear - social learning and crowdsourcing
platform. Through this platform, 17,500+ real-life project challenges were completed by these
employees in FY 2020. We have created over 250+ learning videos which are accessible on mobile. We
have also enabled learning through social learning platforms like MS Teams and Yammer, and
revamped our Learning Management System, focusing on hands-on training and assessments, and this
platform is available on mobile
• Digital Upskilling: We have enabled over 155,000 employees in foundational, intermediate and
advanced digital skills as of FY 2020. This year, NASSCOM’S FutureSkills platform was rolled out to
10,000+ students from more than 20 colleges enabling them to learn advanced digital technologies as
part of TalentNext program. This is to help them become future-ready while they are still studying
• Focused Programs and Interventions for the Leadership Level: We have engaged senior level managers
effectively in leadership workshops, coaching and specific interventions to develop high potential
employees
• Strengthening Capability Across Critical Roles in Delivery, Sales and Presales: We have effectively
engaged middle level managers and critical role holders in programs that focused on Account Mining,
People Management, Client Experience and other role-based programs for Delivery, Sales and Presales
function
• Building Foundational Talent: We ensure campus recruits learn behavioral skills through a mandatory
two-day program. We impart communication skills and customer orientation to employees through
such interventions. We have sustained interventions for elite hires from campuses across the globe,
women employees, first-time managers and first-time travellers to client locations
• Mentoring Networks: We have created an in-house mentoring platform called Mentoring Networks,
where employees can find, connect and sustain meaningful mentoring relationships. Over 15,000
employees have registered as mentors or mentees in the platform as of FY20.
Employee Wellbeing: Our employee wellness programs encompass the three areas of employee
wellbeing, namely physical, emotional and financial well-being:
• Physical Wellbeing: We are always actively coming up with programs to enhance the physical wellbeing
of our employees. Some of our initiatives include:
• Health and Safety Risk Assessment: Risk management has always been an integral part and
includes its planning, execution and reporting processes and systems. We conduct periodic as well
as annual assessments of our campuses/offices, employees, stakeholders and service providers
as a part of this process. Environment, Occupational Health & Safety(EHS) management systems
in our campuses conform to international standards such as 14001/OHSAS 18001 and are certified
by accredited third party agencies. Besides internal and other third-party audits, EHS experts
assess every unit at periodic intervals not exceeding six months, to ensure compliance to statutory
norms and EHS requirements
• Safety and Security: Wipro has voluntarily committed to providing best-in-class ‘duty of care’
support to our global and diverse workforce of over 180,000 employees and 100,000 unique
business travellers spanning over 230 cities worldwide. Wipro has a dedicated Global Security
Command Centre, run by the Global Security Group, to mitigate risks and ensure safety for a
globally mobile workforce. The Foresight & Analysis (F&A) Division proactively and continually
assesses global developments to provide business with various risk briefs and forecasts and

carries out country risk assessments to provide insight to business teams on the operating
environment, before they even enter a market. We have well-defined policies and standard
operating procedures to ensure the safety of women employees inside and outside the campus.
These include Safety Awareness Programs, Global 24x7 Security Command Centre, cab pickup/
drop facility with escort, mobile apps to confirm “Safe Reach”, among others
• Sensitization and Training: Both permanent and contract employees undergo the necessary
Health, Safety & Environment (HSE) training to ensure they meet with the standard of competence
required by law in performing their duties. We have institutionalized various channels that raise
awareness, foster dialogue and provide opportunities for employees to give feedback
• Health: A healthy workforce is an important contributor to Wipro’s competitiveness and
sustainability. All campuses maintain a conducive work environment in line with
Indian/International standards on hygiene, lighting, ventilation and effective controls on noise and
dust. Wipro has 24 Occupational Health Centres with adequate medical staff to monitor
occupational health and provide immediate relief as required. During 2019-20, more than 12,619
permanent and contract employees, were part of awareness camps and programmes. Awareness
sessions were also conducted regarding off-the-job safety and road safety
• Cafeteria: A Food Safety Standards Authority of India (FSSAI) license is mandatory for vendors
operating within Wipro-owned locations in India. Internal and external teams to ensure compliance
conduct regular inspections and audits. Wipro Sarjapur campus received the Eat Right Campus
Award and a five-star rating by the Food Safety and Standards Authority of India (FSSAI).
• FitforLife: Our physical wellbeing program that encourages employees to remain fit and lead a
healthy lifestyle. We have a special Wellness Corner mobile app and a web portal that provides
employees access to health trackers and a host of other online services to enhance their physical
wellbeing
• Participation in Committees: All our facilities have safety committees, which meet quarterly and
participate in risk assessments, safety inspections, incident investigations and hygiene audits.
More than 4000 permanent and contract employees participated in committees on safety, food,
transport, etc. across India, to represent the interests of the workforce.
Emotional Wellbeing Given our hectic lifestyles, employees sometimes need additional help and
guidance for their emotional wellbeing. Mitr is our employee counselling and support forum in India. It
enables employees to reach out to counsellors 24x7 in-person and/or on phone to seek assistance for
issues pertaining to personal or professional life. In geographies outside India, we have employee
counselling services provided as a part of Employee Assistance Programs. Key policy changes in the
Financial Year:
• Break From Work: Break from work leave policy (leave on loss of pay) is intended to help employees
take a break from work of up to 6 months for self-development, pursuing a passion, physical
rehabilitation, care giving or time for self, including recovering/ recuperating post gender
reassignment surgery or during the transitioning phase the employee can utilize the ‘Break from
work’ leave. This leave is available for employees who have spent a minimum of two years with the
company and is available once in 5 years
• Enhanced Sabbatical Leave: Sabbatical leave of 1 year can be taken to volunteer with Azim Premji
Foundation. Earlier this was available only for higher studies.
• Financial Wellbeing: We continually strive to provide our full-time and part-time employees with
compensation packages commensurate with their skills and experience and in accordance with laws
of the land. Our benefits program follows an integrated approach and provides a range of options for
better financial and social security, including efficient tax-management options, life and accident
insurance, medical packages and assistance in managing financial issues. For employees in India, we
have MoneyWise, a financial wellbeing program which helps them in better financial planning, tax
savings as well as contingency planning. We started providing long-term incentives by granting
restricted stock units (RSUs) in 2004 towards long-term retention of key talent. We continue to drive a

high-performance culture through our variable pay programs. Our management compensation is now
more closely aligned with organizational objectives and commitments, and rewards higher
performance, significantly. Key policy changes in the Financial Year:
• Adoption Assistance Program: The Adoption Assistance Program (AAP) is designed to aid
employees in the process of adopting a child. Under this program Wipro will reimburse
adoption agency fees up to INR 35,000 basis approved bills for legally approved adoption for 2
adoption events.
Employee Experiences, Engagement and Communication: We have instituted several

global initiatives and communication channels to enable employee participation, engagement and
feedback. These include All Hands Meets, Yammer blogs and employee connects with senior leadership
and more:
• Wipro OnAir - Our global podcast series is an exclusive window into Wipro’s culture and people. Since
its launch in 2017, it has received over 729,000 hits over 77 podcasts
• Yammer - Our enterprise social platform launched in 2014 has over 130,000 users who have shared
over 2.7 million messages and formed over thousands of groups. It is currently the largest social
engagement tool at Wipro
• Microsoft Teams - MS Teams is used widely to set up meetings, chats, share data and collaborate
across geographies and time zones. The platform has over 64,000 users with close to 8 million
conversations per month
• Employee Experience Survey (EES) and Employee Insights - EES is the formal mechanism to capture
employee feedback, annually. The results of 2018-19 survey have been analysed and action have been
taken based on its inputs. We could not have the 2019-20 survey cycle because of the COVID-19
lockdown. Supplementing the annual EES, we have also introduced Employee Insights, a platform to
seek real-time, continuous and targeted feedback from employees, besides communicating actions
taken on feedback. This is done through a combination of pop-polls and enterprise level surveys with
built-in analytics
• Digitization and Talent Analytics: With all the technological advances happening in our immediate
environment, we continue to keep pace in embracing the digital trend, transform our internal systems
and find ways to use digitization and talent analytics to drive business outcomes and employee
experience
• Inclusion and Diversity (I&D) - While our I&D charter focuses on gender, persons with disabilities, the
LGBTQ+ community, nationalities, underprivileged communities and suppliers, our definition goes
beyond diversity of identities towards inclusion for all- embracing diversity of personalities, age,
education, parenthood, religion, function, skill etc. Across the spectrum, we remain focused on
building a plurality of ideas and on elimination of unconscious bias. We firmly believe in making
Inclusion a “way of life” for each individual in the organization. Our values are the cornerstone of our
I&D practices. Further, I&D is a key agenda item in our Board reviews. Some of Wipro’s key diversity
initiatives include:
• Focus on Returning Mothers: Our WoW (Women of Wipro) Mom program aims to support employees
returning from maternity break as they transition back to work, through HR connects and a WoW
Mom handbook for all (to be) mothers. We recently launched the #HerCode program, especially
designed for women returning from maternity break, to get hands-on experience on new
technologies, upskill, and stay updated with the latest in the industry. It enables women to work on
different projects and challenges across Wipro through TopGear (an internal crowdsourcing
platform)
• Support for Parents: We have 10 (check the number once with Shanthi) in-house Day Care Centers
and tie-ups with vendors across locations in India, giving employees the choice to opt for a day care
near their homes. Our day cares are well-equipped and meet all statutory requirements; regular
internal audits are conducted by various stakeholders. The Parenting Hub is an internal community

for parents at Wipro, that aims to build a network of parents, and engage with and support them
through regular parenting sessions
• Sensitisation/ Conversations: We continue to nurture a more inclusive work environment by
conducting sensitization programs on breaking unconscious bias, working with a culturally diverse
workforce, disability inclusion training, LGBTQ+ sensitisation and creating focused development
programs for women employees. We believe in the power of conversations and role models and this
is enabled through our mentoring programs, I&D speaker series, panel discussions and Women in
Business customer sessions
• Disability Inclusion: Our strategic framework CREATE (Career, Recruit, Engage, Accessibility, Train
and Enable) encompasses the key aspects of disability inclusion and help us strengthen the
required ecosystem. Over 36 applications and in-house courses are accessibility compliant.
Process trainers and L&D facilitators are coached on inclusive methodologies to customise learning
modules for persons with disabilities
• LGBTQ+ Inclusion: Our Code of Business Conduct, Supplier Code of Conduct and Equal Opportunity
Policy include protection against discrimination based on gender identity and gender expression.
Wipro Pride is an employee resource group for LGBTQ+ community and allies. We have introduced
gender-neutral restroom signage in Wipro offices. Employees can self-identify as LGBTQ+ and
state their preferred pronouns through an internal voluntary self-declaration form.
Freedom of Association - We respect the right of employees to freely associate without fear of
reprisal, discrimination, intimidation or harassment. Our employees are represented by formal employee
representative groups in certain geographies including Continental Europe and Latin America which
constitute about 2.7% of our workforce with a further 2.0% under collective bargaining agreements. Our
HR representatives meet these groups periodically to inform and consult on any change that can impact
their terms and conditions / work environment.
Human Rights & Values at Wipro Human Rights related Polices and Commitment:
• Commitment to Human Rights: Wipro is committed to protecting and respecting Human Rights and
remedying rights violations in case they are identified. Providing equal employment opportunity,
ensuring distributive, procedural and interactional fairness, creating a harassment-free, safe
environment and respecting fundamental rights are some of the ways in which we ensure the same.
Our Code of Business Conduct (COBC), Supplier Code of Conduct and Human Rights Policy are aligned
to globally accepted standards and frameworks like the U.N. Global Compact, U.N. Universal
Declaration of Human Rights and International Labour Organization’s Declaration on Fundamental
Principles and Rights at Work (ILO Declaration). They cover all employees, suppliers, clients,
communities and countries across geographies where we do business. Wipro is also one of the
founding members of CII’s Business for Human Rights Initiative
• Risk Identification Process: We have established committees and processes like the Ombuds,
Prevention of Sexual Harassment Committee, EES, Audit/Risk & Compliance committees, EHS and an
Inclusion & Diversity Council to review progress and formulate strategies to address issues pertaining
to compliance, safety and a harassment-free workplace. These processes are periodically reviewed
by the top management. We keep our employees informed about these processes regularly through
trainings, mailers and internal social media platforms. We are currently conducting a Human Rights
due diligence exercise in association with Confederation of Indian Industries (CII). The study is
designed to identify any risk of Human Rights violations or gaps in any of our own operations or in the
extended supply chain
• Identified Risks: Through various audits and feedback we have identified the following as potential
risks to Human Rights:
• Benefits and engagement of extended/contract workforce
• Unconscious bias at the workplace.

Mitigation Policies/Processes: We have created specific interventions to tackle these issues:
• Contract Employee Engagement: We engage contract employees for infrastructure support at our
offices in India. The duration of engagement varies depending upon the project and role. We have
created eLearning modules on COBC, Prevention of Sexual Harassment (POSH) and data privacy for
them. Chatbots have been introduced to clarify any doubts that employees may have on policies and
guidelines. We also proactively conduct open houses for our contract employees across India where
we address their concerns and queries, take feedback and provide them career guidance. Specific
concerns on delayed claims, role change and location change, among others are actively addressed
• Sensitization on Unconscious Bias: Under the umbrella of our #BreaktheBias campaign, we have
monthly leadership blogs, mailers and a mandatory e-learning module which raise awareness among
employees on how they can eliminate biases at the workplace. At present, over 1,28,000 employees
have undertaken the Unconscious Bias E-module. Additionally, 140000+ employees have been
certified through the mandatory Online Assessment module of Prevention of Sexual Harassment.
People Results
We have a culture of transparent and voluntary reporting which include the Business Responsibility Report,
the Sustainability Report, the Dow Jones Sustainability Index, Ethisphere Institute etc. This has
strengthened our employer brand and our internal business processes helping to create differentiated
people outcomes. Leaders who significantly influence human capital strategies of the organization are
measured on the performance of key indicators in this area. The indicators provide insights into the
effectiveness of human capital strategies and are reviewed regularly both at organizational and individual
business unit levels. The key targets are:
• Attrition - low to mid double digits with focus on retaining top talent
• Employee Experience Survey (EES) Score - We usually conduct our annual EES survey in March. We
could not conduct the EES this year because of the COVID-19 crisis and the challenges associated with,
it during this timeframe
Productivity & Retention

• Gross Utilization has gone up to 72.2%
• Net Utilization has gone up to 82.3%, excluding Trainees
• Voluntary attrition (includes employee-initiated termination) - 14.7%
Inclusion
• 35% Overall Gender Diversity
• 17.0% women in management (in junior, middle and senior management) positions
• 130+ nationalities
• Localization: US - 69.5%, UK - 33.0%, Australia - 40.0%, Continental Europe - 67.6%
• 578 employees with disabilities employed (with 15 disability types).

Ecological Sustainability
Wipro recognizes the environmental challenges that face humanity today are as critical as are economic
imperatives. Hence ecological sustainability is an essential part of our approach to responsible corporate
citizenship.
Natural capital refers to the notion that nature provides immense value that is critical to human existence
and therefore, any action that depletes natural capital is self-defeating for our society. Wipro’s approach
to Natural Capital embraces the continuum of:
• Initiatives ‘within the organization’ that focus on reducing the energy, water, waste and biodiversity
footprint of our business operations; and
• Engaging through partners on key external programs in community ecology.
Governance
Sustainability governance is informed by our strategic choice to work across both dimensions – business
operations and with the larger community. The former is about ensuring that the ecological footprint of its
operations is minimized and the organization fulfils its essential regulatory duties, and runs its business
with integrity. The latter dimension goes beyond the boundaries of the organization and contributes
towards development of the larger community.
All key organizational stakeholders, right from the board, executive leadership and different functions have
defined responsibilities related to planning, execution, review, evangelization and advocacy of the
sustainability charter. Strategic oversight of sustainability programs rest at the corporate level with our
Chairman, Board of Directors and Group Executive Council. The goals and objectives are jointly set with
inputs from across functions. The quarterly reviews are attended by the Chairman, Chief Strategy Officer,
Chief Financial Officer and Chief HR Officer apart from the Chief Sustainability Officer and Head of
Operations. We benchmark our performance with our global peers through extensive disclosures as well as
a system of rigorous internal and external audits.
Management Approach
At Wipro, we have identified Energy efficiency and Green House Gases (GHG) mitigation, Water efficiency
and Responsible Water management, Pollution and Waste management, and Campus Biodiversity as our
most material issues and have developed programs around them.
Our Ecological Sustainability Policy, available at:

https://www.wipro.com/content/dam/nexus/en/sustainability/pdf/ecological-sustainability-policy.pdf
forms the structural framework for our environmental programs and management systems. We have been
following the guidelines of the ISO 14001 framework for nearly two decades now as one of the cornerstones
of our Environmental Management System (EMS). 20 of our campus sites in India and 8 in Australia are
certified to ISO 14001 and OHSAS 18001 standard. Other campuses are benchmarked against the same
standard as a part of our internal review/audit process. We were one of the early adopters of Green Building
Design with 18 of our current buildings certified to the international LEED standard (Silver, Gold, and
Platinum) during commissioning. We strive to maintain the same standards in the maintenance of our
facilities. We have been responding to Carbon Disclosure Project (CDP) Climate Change Investor and Supply
Chain for the last 10 years. In addition we have applied the Natural Capital Protocol guidelines to publish
our annual Environmental Profit and Loss account. We are also members of LfN (Leaders for Nature)
consortium anchored by IUCN in India and CII’s India Business and Biodiversity initiative (IBBI). Strategic
Partnerships are key to achieving our goals across the value chain. We work with Renewable energy
suppliers, energy efficient hardware manufacturers and service providers and other partners who help to
reduce our overall GHG footprint including employee commute and business travel footprint
Ecological Sustainability 66 Wipro Sustainability Report FY2019-20

Environmental Risks
The Enterprise Risk Management and Sustainability functions at Wipro jointly oversee environmental and
climate change related risk identification and mitigation. Impacts of extreme weather events, urban water
stress, air pollution, waste management and their impacts on employee health and wellbeing are the most
material issues we engaged with.
Climate Change Related Impact

Our risk assessment exercise is undertaken at both the company level and at the asset level. A well-defined
Business Continuity Policy prescribes principles to plan for climatic disruptions which could disrupt
business objectives. The Corporate Business Continuity Team (CBCMT) governs and guides the standard
risk assessment methodology at every location to identify risks which could potentially impact continuity
of business, financial parameters like revenue & profitability as well as reputational and legal parameters.
This group collaborates with various support groups in the organization to assess risks for human
resources, facilities & IT infrastructure with identified impacts, probability/likelihood & controls in place.
A severity matrix of Low, Medium & High impacts is defined and a defined crisis management group is
vested with the responsibility to respond, recover, resume, return & restore from these situations. The
detailed climate modeling and impact assessment exercise will help in further calibrating our risk
management program.
Energy Efficiency & GHG Mitigation

Targets
We have set Science Based Targets for Scope 1, Scope 2 and Scope 3 till 2030 that are based on well below
2 degree temperature goal. Further, work on aligning our targets with 1.5 degree temperature goals is in
progress.
Considering 2017 as the base year, we have set medium term targets till 2022 and 2030 and longer term
targets till 2040 and 2050. The following goals have been set for the period FY 2017 to FY 2022:
• Emissions reduction of 14% in absolute Scope 1 and 2 GHG emissions

• Energy Intensity in terms of EPI (Energy Performance Index) - Cumulative reduction of 7.8% in EPI over
5 years
• GHG Emission Intensity (Scope 1 and Scope 2) on Floor Area (FAR) basis - Cumulative reduction of 16
% in GHG intensity from 117 Kg CO2 eq./ Sq. Mt. (kgpsm) to 98 kgpsm of CO2 –eq
• Renewable Energy (RE)- Increase renewable energy procurement by 55% to 120 million units
• Absolute reduction of 10% in Scope 3 emissions for Business Travel, Employee commute and Upstream
fuel and energy related emissions.
Performance Against Goals

Absolute Emissions: The absolute Scope 1 and 2 emissions (India) for FY 2020 has increased by 17.5%
from 1,17, 290 to 1,37,995 tonnes. This is primarily for few reasons – reduction in RE share by 22% for
reasons mentioned later in this section , which also lead to increase in share of diesel generated electricity
by 9.5%. The dashboard below provides a summary of our Global and India GHG emissions, including data
centres. The figures are net emissions for all years, after considering zero emissions for renewable energy
procured:

FY 2017-18 FY 2018-19 FY 2019-20
Offices 152361 113082 135537

Data centers 53470 4208 2458
Emissions Intensity: Our India office space emissions intensity (Scope 1 and Scope 2) is at 87.24 Kg CO2
eq. per Sq. Mt. per annum, up by 22% from FY 2019. Concomitantly the global people based emissions
intensity has also increased by more than 9.8% to 0.933 tons per person per annum.
Energy Consumption: The overall energy consumption from Scope 1 and 2 boundaries (operational and
financial control) is 915.3 million Mjoules, compared to 900.8 million Mjoules in the previous year, a
marginal increase of 1.5%. The total energy consumption, electricity and back-up diesel generated, for
office spaces in India is 223.7 million units (including leased spaces globally this is 297 million units). Data
centers in India contribute to another 5.7 million units.
For India operations, about 82.1 million units constituted renewable energy procured through PPAs (Power
Purchase agreements) with private producers. Of this 73.6 million units is with green attributes (zero
emissions). Another 10.8 million units is from renewable resources for our downstream leased space. In
total renewable energy in our portfolio is 92.9 million units.
Energy Intensity: EPI for owned office spaces, measured in terms of energy per unit area has been nearly
flat at 144 KwH units per sq. meter per annum. The absolute energy has marginally increased by 0.63% for
the reporting year.
Scope 3 Emissions: Our total scope 3 emissions for FY 2019-20 is 421515 tons of CO2 eq, which accounts
for 75% of our total footprint. Out of the 15 categories of scope 3 reporting as per the new GHG corporate
value chain standard, we are currently report on all of the 8 categories applicable to us. The table below
shows comparison for Business Travel, Employee Commute and Upstream fuel and energy emission
category for last three years - these contribute to 50% of our overall emissions:
FY 2017-18 315254
FY 2018-19 273638
FY 2019-20 281202
Total Emissions: The overall emissions across all scopes is 559,510 tonnes. Within this, the main
contributors to our GHG emissions are: Electricity – Purchased and Generated (23.6%), upstream fuel and
energy emissions (13%), Business Travel (22.1%) and Employee Commute (15.1%). Leased office spaces
contribute to 7.1% of emissions.
GHG Mitigation Measures

Our five year GHG mitigation plan consists of three key elements - Energy Efficiency (Reduce), Renewable
Energy (RE) Purchase (Replace) and Travel Substitution (Reduce and Replace); of this, RE procurement will
contribute the maximum, 80% share to GHG emission mitigation strategy for Scope 1 and 2.
Energy Efficiency: These measures include new retrofit technologies to improve Chiller and Air Handling
Units (AHUs), integrated design and monitoring platforms. The Global Energy command centre aggregates

Building Management System inputs on a common platform to optimize operational control and improve
energy efficiency.
Since 2007, we have been working on a server rationalization and virtualization program, through which we
have decommissioned old physical servers and replaced the processing capacity with virtualization
technology on fewer numbers of servers. As of March 2020, we have 10155 virtual servers (6750 in March
2019) running on 409 physical servers which contributes to an energy savings of approximately 45.6 million
units in the reporting year. The savings showed an increase of 53% over the previous year. Our current
Virtual Desktop Infrastructure (VDI) capacity is 8,000. VDIs provide high capacity scalable infrastructure
with On Demand provisioning, High Availability and High Performance Computing environment. Out of this,
we have enabled 6,300 VDI’s across two of our campuses. Thin clients consumes less energy (80% less)
compared to Desktop, resulting in savings of 0.75 million units. Through Managed Print Service Model, we
saved 4 million papers in printing and 19 KwH in energy during the reporting period. Over a 5 year period,
energy efficiency initiatives have resulted in savings of 120 million units (based on per capita consumption).
RE Procurement: For the reporting period of FY 2020, RE purchase contributed to approximately 84 million
units or 35% of our total India energy consumption, out of which 11 million units is for downstream leased
spaces. Our RE consumption this year has reduced due to external reasons like load shedding and grid
failure leading to less evacuation in few states.
Rooftop Solar and Captive RE: The rooftop Solar PV installations at 6 of our campuses followed by
extensive use of solar water heaters in our guest blocks and cafeterias have resulted in equivalent savings
of 1.57 million units of grid electricity in the reporting year.
Business Travel: The IT services outsourcing model requires frequent travel across the delivery life cycle to
customer locations, mainly overseas, and contributes to around 22% of our overall emissions footprint.
This includes travel by air, bus, train, local conveyance and hotel stays. We have seen an increase in
emissions by 5.1% as compared to FY2019 - though over the three-year period between FY2017 and FY2020
we have reduced emissions by 9.8%.
Employee Commute: Employees have various choices for intra-city commuting. In addition to company
arranged transport (33%), employees owned cars & two wheelers contribute to 16% and public transport
account for the balance 51%. Over a three year period (FY2017-FY20) our employee commute emissions
reduced by 20.9%.
Over the past few years, we have taken steps to facilitate a shift towards improved access to public
transport for employees (buses, commuter trains) and carpooling. Our carpooling initiative now has over 1
Lakh registered users across locations. Around 22.7 Million kms of rides were shared in the reporting year
saving 4900 tons of CO2 equivalent emissions, more than double from the previous reporting period.
We became the first major Indian business to join EV100, a global initiative by The Climate Group, in our
commitment to transition our global fleet to electric vehicles (EVs) by 2030. In the current year, we launched
the program in 4 more cities and clocked 3.4 Million Kms across 63,000 trips saving around 850 tons of CO2.
Water Efficiency and Responsible Use

At Wipro, we view water from the inter-related lens of efficiency and conservation coupled with our role as
a responsible citizen in engaging with urban water issues outside our own boundaries. Our articulated goals
are therefore derived from these dimensions.

Water Efficiency
• To improve water efficiency (fresh water use per employee) by 5% year on year
• To reduce absolute water consumption in existing campuses by 20% between FY 2016 and FY 2021
Water Responsibility.
Water Responsibility
To ensure responsible water management in proximate communities, especially in locations that are prone
to water scarcity. We are also collaborating on building capacity and advocacy platforms at the city level
for integrated urban water management.
Freshwater Recycling and Efficiency

The per employee water consumption for the reporting year is 930 litres per month as compared to 951
litres in FY 2018, an improvement of 2.2%. Freshwater consumption has seen an increase of 6.75% from
last year to 1621 million litres essentially due to leakages from aging underground pipeline network at two
locations. Real-time monitoring pilots are being implemented in two of our campuses. Water free systems
(where applicable), smart metering, optimizing heating and cooling and recycling of blow down are other
initiatives being explored. We have achieved 12.5% reduction in absolute fresh water consumption from FY
2016.
We recycle 1,118 million litres of water in 27 of our major locations (vs 1,090 million litres in FY 2019) using
Sewage Treatment Plants (STPs) and ultra-filtration units. Recycled water represents 41% of our total
water consumption. The amount of recycled water as a percentage of freshwater extracted is around 70%.
We have completed ultra-filtration and RO projects for STP treated water at three our large locations. Of
the total treated water (1090 million liters), 62% is used for flushing and 6% is used in cooling tower. The
balance 32% is used mostly in our landscapes and for general cleaning – the quality is equivalent to
freshwater (Less than TDS of 1000). Our water recycling initiatives have cumulatively saved 5190 million
liters of water over a 5 year period.
Freshwater use-India Offices

FY 2017-18 FY 2018-19 FY2019-20
Freshwater (KL) 1514703 1518934 1621501
Area Intensity 1.005 0.957 1.044
People Intensity 0.991 0.951 0.930
Sourcing of Water: Our water is from four sources - private water (mainly ground water sourced from
tanker water suppliers), municipal and industrial bodies supplied water, in-situ ground water and
harvested rain water - with the first two sources accounting for nearly 92% of the sourced water. Water
purchased from private sources is primarily extracted from ground water. Not surprisingly, ground water
contributes to nearly 60% of our total freshwater consumption across cities in India. Our urban/ peri-urban
facilities located in three states – Karnataka, Tamil Nadu and Telengana, are located in water stressed
basins. The water supplied by the municipal bodies is sourced primarily from river or lake systems. The
table below provides parentage of water sourced from different freshwater sources during the reporting
year:

Private water (Ground water) 52%
Municipal and industry bodies 40%
Ground water 7%
Rainwater 1%
Pollution and Waste Management

Pollution of air and water poses one of the most serious threats to community health and welfare. Managing
these ‘commons’ in an urban context again requires business organizations to look beyond its own
boundaries and to adopt an integrated approach.
Our waste management strategy includes:
• Regular monitoring of air, water and noise pollution to operate well within regulatory norms.
• Reducing materials impact through recycling and reuse
• Arranging for safe disposal of waste that goes outside our organizational boundaries. To operationalize
our strategy, we segregate and monitor waste processing across 13 broad categories and nearly 40
subcategories.
Total waste disposed during FY 2020 was 5,057 tons – a reduction of 18.5% compared to the previous year.
This is primarily due to reduction of construction and demolition (C&D) debris, mixed metals and scrap
and wood/lumber by around 870 tons due to completion of renovation work and initiatives to reduce
packaging waste The summary of our performance on solid waste management (SWM) is as follows:
Our current recycling rate is 81% (excluding construction and demolition debris). 84% of organic waste is
recycled in house and the balance sent as animal feed outside the campus. Close to 100% of the inorganic
waste is recycled through approved partners. 70% of the total mixed solid waste and scrap is currently
recycled and the rest sent to landfills. Our target is to improve this to 80% by 2021. Biomedical and
hazardous waste is incinerated as per approved methods. All our E-waste is currently recycled by approved
vendors.
Waste Disposal Methods Summary (Excluding C&D)

Recycle 81%
Landfill 3%
Other Methods 10%
Incineration 6%
Others: We monitor diesel generator stack emissions (NOX, SOX and SPM), indoor air quality (CO, CO2,
VOC’s, RSPM), treated water quality and ambient noise levels across 25 key locations every month. These
meet the specified regulatory norms.
Urban Biodiversity
The twin primary aims of our campus urban biodiversity program have been to build on them as platforms
for wider education and advocacy. One of our goals has been to convert five of our existing campuses to
biodiversity zones.

Our first flagship project in biodiversity was the unique Butterfly Park and wetland biodiversity zone that
uses recycled water and excess flood water at the Electronic City campus in Bengaluru. The wetland area
now has 106 species of plants across nine thematic areas- integrated across a walking trail with engaging
signages. Similarly the Pune project also has a number of native species across five thematic gardens -
Aesthetic and palm garden, Spring garden, Ficus garden, Spice and Fruit garden. In all these programs we
work closely with expert partners in biodiversity, conservation, ecological design and communications. A
work environment which integrates biodiverse and natural design principles has multiple intangible
benefits for employees and visitors - it builds a larger sense of connectedness and a perspective of our
place in the world around. We also have drafted a set of biodiversity management guidelines for adoption
across our campuses.
Urban Resilience
Collaborative Advocacy on Water: Our long term projects on Urban Water in cities are providing
key policy insights and levers for citizen engagement and advocacy on ground water management and its
relationships to surface water flows and water bodies like lakes/tanks and wetlands. We bring together
hydrogeologists, academia, government, citizen groups for a nuanced understanding of issues catalysing
citizen action on the ground. In Bengaluru, over the last four years, we have extensively worked in two peri-
urban geographies with different land use and demographic profiles. We have now initiated a similar long
term program in Pune – which includes citizen led mapping of ground water data and creating institutional
capacity with government and other players for revival and rejuvenation work. In the year we also hosted a
two day program in Hyderabad on urban water – a workshop followed by an open fair for citizens on water
management.
Collaborative Advocacy on Biodiversity: Our participation in advocacy on biodiversity issues is

through the Leaders for Nature program from the India chapter of International Union of Conservation
Networks (IUCN). We have been supporting the “World Sparrow Day” and the “Wipro-Nature Forever Society
Sparrow Awards” for the past six years. We also chair the Bengaluru chapter of CII’s Greenco program.
Collaborative Advocacy on Waste: We supported a study to understand the contribution of

informal economy to waste and material recycling in India and their perspectives. A book publication, based
on the study, has been released. We also supported the art work for a solid waste knowledge center
‘Swacha Kalika Kendra’ in Bangalore.
Bengaluru Sustainability Forum (BSF)

This forum was set up in early 2018 and convened by Wipro along with the National Center for Biological
Sciences. In the reporting year, the forum continued to participate in dialogues, facilitate conversations
around a sustainable future and partner with other institutions. In the year, we partnered with Science
Gallery, Bengaluru on their first interactive exhibition "Submerge" at Bangalore International Center and
hosted 9 events in the city. We also partnered with Indo-Germany Energy Forum (IGEF) and the German
Consulate General on 'Energy Transition' traveling exhibition. We extended our support to 8 new small grant
proposals in the areas of urban water, waste and biodiversity - with this we have supported 19 such
projects till date.
Wipro’s Natural Capital Valuation Program

Natural capital valuation is a technique to discover invisible impacts both positive and negative on nature
or natural capital by company’s operation and supply chain. Natural Capital Impacts are calculated across
six key performance indicators (KPIs) namely, GHG emissions, air pollution, water consumption, water and
land pollution, waste generation and land use change. The methodology uses social cost of carbon based
on higher discount rate for developing countries and low discount rate for developed countries – overall a

3% discount rate was used. For calculating the impact due to air pollution only human health Impacts were
considered as they contribute to 95% of total impact from air pollution. Land use valuation was based on
net change in economic value due to loss of ecosystem service and was calculated only for the electricity
procured from the grid mix, since for the direct operations land use change is not considered to be a
material impact. For calculating impact due to water consumption the following factors were taken into
consideration – impact on human health, incidence infectious disease and impact of energy consumption.
In FY2020, total environmental cost relating to Wipro’s operations and supply chain was equal to USD 0.23
billion (USD 0.31 billion in FY19), of which operational and upstream supply chain impacts contributes 8%
(USD 18 million) and 92% (USD 210 million) of impacts, respectively. Of the operational impacts, highest
contribution is from electricity consumption related impacts at 77% (USD 14 million). Within Wipro’s
upstream supply chain, purchased goods and services (75%; USD 160 million) (this includes impacts across
all tiers of suppliers) and fuel and energy related activities (14%; USD 30 million) are the top two impact
categories:
Impact Contribution by percentage
Key Operations Purchased Fuel and Business Employee Upstream

Performance Goods & energy Travel Commuting Leased Asset
Indicator Service related
activities
GHG 4% 20% 2% 3% 2% 3%
Emissions
Air Pollution 2% 48% 1% 1%
Water 1% 2%
Consumption
Water & Land

Pollution
Waste 1%
Generation
Land Use 11%

Change
In terms of the KPI’s, air pollution (51%; USD 120 million), greenhouse gas emissions (33%; USD 77 million)
and land use change (11%; USD 26 million) are the top three contributors to the total impacts:
Key Performance FY20 impact FY19 impact
Indicator (USD million) (USD million)
GHG Emissions 77 62
Air Pollution 120 210

Water Consumption 7.1 7.7
Water & Land Pollution 1.9 3
Waste Generation 1.7 1.9
Land Use Change 26 27
Total 230 310

Customer Stewardship
As the world transitions to a new normal, Wipro is empowering a more resilient future for customers and
communities. From building more adaptive "business-anywhere" frameworks to advanced technologies
that fuel the intelligent enterprise, Wipro helps businesses thrive in a world defined by disruption and
fueled by transformative technology. We anticipate that our “Digital first” strategy will be particularly
relevant as we believe the following consumer and industry trends, driven by the response to the COVID-19
pandemic, will reshape the way businesses and organizations operate. They are:
• Accelerate to Digital – The COVID-19 pandemic has precipitated the shift to online/Digital business
models globally, across industries and markets, such as Digital only banks and platform-based
business models across industries including banking and asset management. Ecosystem collaboration
will become a key element of business strategy, and will be driven by the need to optimize for time, cost
and de-risking imperatives
• Ways of Working - We anticipate a long-term impact on established ways of operations, including a
redefinition of the core compared to non-core workforce and use of community/gig models, in the
following ways:
• Work done ‘anywhere by anyone’. Virtual, remote, community-based and distributed work models
such as work from home/remote working will become mainstream, enabled by remote working and
collaborative technologies
• We believe that in response to the COVID-19 pandemic, mainstream adoption of the community
work force and crowdsourced and community models (private, public and hybrid) will accelerate
• Adaptable, Agile and Resilient Enterprise – Enterprises will need to evaluate their technology stack to
allow them to operate with flexibility and agility, and work with partners who can respond and adjust
quickly to changing circumstance
• Automation and Autonomous – Social distancing will become a key design principle element from an
operating model standpoint across businesses and will be a key factor that will accelerate the adoption
of automation, autonomous and low or no human touch or contactless ways of working
• Safe Enterprise – Focusing on employee health and safety, enterprise health and risk management.
Given large scale disruptions in supply chains globally, we anticipate that organizations will invest in
decentralizing and nearshoring supply chains in the future and reduce dependency on a few countries
Enterprises will increasingly require partners, such as Wipro, who bring capabilities that span across
consultancy, design, engineering, systems integration and operations to enable them to achieve the
accelerated digital transformation. The transformation can only be effective if delivered in the context of
the relevant industry or domain, hence it is critical to us that we provide strong domain expertise along with
“Digital.”
Customer Engagement
Customer stewardship hinges on meeting customer expectations by being responsive to the emerging
trends and offering portfolio of products and services which integrate resource efficiency,
dematerialization, organizational transparency, connectedness and collaboration. Engaging with
customers is critical to meet customer expectations and it is the foundation on which stewardship rests.
In FY 2020, our Net Promoter Scores (NPS), improved by 99 basis points from previous year. Number of new
customers acquired by Wipro in FY 2020 is 240. Total number of active customers during the same year is
1,074.
Sustainability Expectations from Customers: Apart from technology driven value creation, our global
customers also expect transparency and compliance on different sustainability aspects within our
operations and in our extended value chain - Human Rights, Labour Practices and Diversity being key
Customer Stewardship 75 Wipro Sustainability Report FY2019-20

dimensions among them. Many customers require acceptance and alignment with their supplier code of
conduct. We have 100+ customers who are part of independent raters like Ecovadis, CDP and industry led
consortiums like the JAC (Joint Audit Consortium), and Quest Forum (Focusing on Quality and Sustainability
in ICT community).
Strategic Approach and Policy

Wipro’s strategy is based on customer needs and divided into four pillars - Business Transformation,
Modernization, Connected Intelligence and Trust. We provide solutions that integrate deep industry
insights, leading technologies and best in class delivery processes:
Approach to Customer Centricity

Our unique Customer Centricity framework is used in all key accounts to drive appropriate actions that
continually help customer satisfaction. The key objectives of our framework are detailed below:
Voice of Customer
The Voice of the Customer is heard at various levels i.e., at project level, program level, account level and
through direct feedback, informal meetings, governance meetings and senior management interaction with
the client. The processes include Program CSAT, Quarterly Pulse Surveys and the Annual CSAT conducted
through third party surveys. These are conducted formally and at appropriate intervals to capture customer
feedback on Wipro. The Strategic Marketing Group conducts surveys on brand perception where they also
understand customer’s expectations of Wipro and Wipro’s position relative to its competitors. Regular

visits by senior leaders to customers are another key source of information. We also conduct webinars with
our alliance partners to capture the customer voice.
Customer Satisfaction Surveys (CSAT)
The Customer Connect Process

Wipro communicates and connects with its customers through a matrix framework. Every key account has
a dedicated Client Partner to own and manage the relationship. The Client Partner profiles the account and
proposes/ offers solutions that are strategically relevant to customers. An execution process document
and system maintenance technical document for each engagement ensures that all customer needs are
documented and agreed between the two parties.
Business Unit heads interact and engage with customers via monthly governance meetings, quarterly
business review meetings, and client-visits every quarter. Service Line heads visit and attend all the
important meetings. In addition, the CEO visits key accounts regularly. Executive sponsors are assigned for
all mega accounts to maintain and build the relationship.

‘Customer Centricity’ is also a key leadership quality on which Wipro leaders receive 360-degree feedback,
every year. Quantitative and qualitative feedback from peers, managers and direct reports is analyzed and
shared with employees. The feedback is also integrated with the performance appraisal process to ensure
that right actions are put in place to improve customer satisfaction.
Data Privacy & IT Security

The Global Risk Report 2020 of the World Economic Forum includes (a) breakdown of critical information
infrastructure and networks and (b) massive incidents of data fraud/theft among the top risks faced by the
world.
With cloud services such as SaaS, PaaS and IaaS becoming increasingly important to the way businesses
operate, the resilience of critical information infrastructure becomes critical. It is crucial to ensure access
to systems and data at all times. Any service disruptions or suboptimal system performance can lead to
businesses incurring higher costs and suffering reputational damage. It can even become a business
continuity issue, especially for organizations whose business models are technology centric. Such
systemic failures can negatively impact industrial production, public services and communications.
The breakdown of IT infrastructure could be triggered by technical failures, weather events, natural
disasters or terrorist attacks. The Risk report identifies large scale state-sponsored, state-affiliated,
criminal or terrorist cyberattacks as a significant risk which can cause an infrastructure breakdown and/or
loss of trust in the Internet.
The magnitude of data to be handled by today’s organization is gigantic. This abundance of data opens the
door to many opportunities in all spheres of life- economic, social, and political. But with ‘big data’ which
can create ‘big impacts’ comes big responsibilities. The globalized nature of the internet as well as the
intensive virtual interactions and extensive data storage makes this a significant risk to corporate
organizations. Any leakage or misuse or unauthorized access of information could expose companies to
legal and reputational risks. Insufficient protection of database and network, unclear management of
personal information and vague database access rules are the main reasons behind any data breach.
The nature of the IT services industry does not require Wipro to store any customer proprietary data in its
systems and networks. In rare circumstances where, as part of project requirement, it is needed to view
customer data, it is accessed remotely - with the data being stored and hosted in the customer’s systems.
This avoids the risk of customer information vulnerability in Wipro's systems.
Privacy Statement for Data Protection
'Protecting Customer Information' is a key section of Code of Business Conduct of Wipro and communicates
our stand on the protection of personal information of our employees, customers and relevant
stakeholders. Wipro mandates compliance to this code through periodical certification and company-wide
awareness and testing of the code every year. In addition to the section in Code of Conduct, Wipro has also
defined Privacy statement and this is published in the website https://www.wipro.com/privacy-
statement/. This statement communicates Wipro’s approach to protection of personal information
collected electronically. There is an internal Data Protection and Privacy statement defined under
Information Security Management System (ISMS) with the objective – ‘to define collection, protection and
usage of personal data & company confidential information as per applicable laws and regulations’. We
have also established and implemented Security Incident Management policy that covers procedures for
reporting and handling policy violations & data breaches. Our policies are in compliance with globally
accepted data protection principles.

Wipro’s ISMS is published on an intranet portal - ISMS which provides applicable IT security and privacy
policies for different target segments (Employees, Third Party Contractors, Leadership Team, System
Administrators and Sales Teams) and contains all relevant details on policies, standards, procedures and
guidelines related to information security.
Policy in Action through the Information Security Management System
To ensure effective implementation of privacy policy within Wipro, a comprehensive and mature framework
of systems and processes have been evolved. Applicable statutory regulations are identified and
documented with supporting compliance procedures and policies to manage the entire process of legal and
regulatory compliances. For example, generally accepted Data Protection (DP) principles pertaining to fair
and lawful purpose, adequacy, accuracy, retention of data, safeguards for processing and data transfers
are mapped to the processes and practices of Wipro's Information Security Management System (ISMS).
Privacy risk assessments are undertaken with the objective of identifying potential areas of risks relating
to privacy of employee data collected, processed and stored within Wipro’s internal Information Systems
within various geographies. The mitigation measures in-line with ISMS practices are implemented to
address the risks. Compliance verifications are performed through regular internal and external audits.
(ISO27001:2013 for Information Security and other Business Continuity framework principles). Changes to
applicable privacy laws, regulations, and policies space across various geographies are monitored and
assessed for their impact on the enterprise from Information Security/ Business Continuity perspective.
Necessary inputs are sought from the Legal team to assess the impact for any legal risks involved while
undertaking key enterprise level initiatives.
Automated monitoring tools and detective controls have been implemented for detecting leakages of
confidential data from Wipro. The data breach notification procedure template, which is deployed
specifically for each customer account/program/project, is also provided. A security incident notification
form is also designed for notifying the data breach incidents and published on the intranet portal
accessible for all employees.
Data privacy specific training programs are designed and imparted to employees of customer accounts on
all applicable privacy regulations. In addition, innovative methods are employed to spread Information
security and privacy awareness amongst all Wipro users such as e-mailers, blogs, and theme based
awareness campaigns.
Wipro's technology infrastructure in various locations of operation ensures adequate resilience in the basic
IT infrastructure, which helps critical business operations run during disaster situations. Technology
disaster recovery planning includes physical infrastructure, computing infrastructure and communication
infrastructure. Wipro’s corporate (i.e. non-customer data) data assets residing in our enterprise
information systems and applications are backed up on a regular basis and the backup integrity tests are
periodically performed as per Wipro Information Security Policy.
Governance
The Security Organization in Wipro is established with clear roles and responsibilities for implementing
information security and business continuity in the organization. The General Counsel of Wipro is the
authority to review the effectiveness and progress of information security and business continuity
programs. Information Risk Management & Policy Compliance Group (IRMC) headed by the designated CISO
(Chief Information Security Officer), a group that holds the overall responsibility of governing the
Information Security risk and compliance practices within Wipro. Further, on the Risk Management
initiatives, IRMC works closely with Enterprise Risk Management (ERM) team headed by Chief Risk Officer
(CRO), which holds the responsibility for data privacy and reports to General Counsel as well as Wipro Board

of Directors. It is generally understood and accepted internally that information security and privacy is a
joint responsibility of multiple stakeholders from various departments/functions such as Information Risk
Management, Legal, Human Resources, Enterprise Risk Management Office, Senior Leadership, Global
Delivery Organization and the internal Information Systems teams.
Performance on Data Privacy and Information Security
Wipro is certified under the ISO 27001 standard which provides assurance in the areas of information
security, physical security and business continuity. We benchmark our processes to meet the EU’s General
Data Protection Regulation (GDPR) and SOX IT compliance requirements. We closely monitor IT
infrastructure availability incidents based on severity, outage duration and users impacted. Most of the
incidents are related to telecommunications and network links. We have maintained SLA with vendors on
IT and telecom infrastructure availability close to 99.99% in the reporting year.
Being a B2B business, Wipro does not collect, store or monetize information pertaining to our customers’
attributes or actions, including but not limited to, records of communications, content of communications,
demographic data, behavioral data, location data, or any other personally identifiable information.
Therefore, our company does not receive requests for customer information from government or law
enforcement agencies. Wipro does not store any customer proprietary data in its systems and networks. In
rare circumstances where, as part of project requirement, it is needed to view customer data, it is accessed
remotely - with the data being stored and hosted on the customer’s systems. This helps in meeting data
privacy compliance requirements from a contractual & operational perspective since it is Wipro’s
customers that are in control of their own data, even while outsourcing project work to Wipro. Wipro signs
Master Services Agreements with its customers that have clauses covering confidentiality of the
customer’s information. Wherever applicable, Wipro also executes Business Associate Agreements with its
customers who are governed by sectoral privacy regulations such as HIPAA (Health Insurance Portability
and Accountability Act) of 1996. As a matter of due process, a customer is notified in the event of any breach
of data privacy as per notification procedure agreed in the contract. In Wipro’s BPS (Business Process
Services) business, technical help-desk and process outsourcing in areas like human resources, finance
accounting, procurement and retail are provided. Like in IT services, all customer data is stored in customer
systems and there are multiple process layers before the data is presented to the customer support
executive, with appropriate controls and auditing mechanisms.
In April 2019, we became aware that our system was subject to a cyber-attack by a coordinated and
advanced phishing campaign, which was reportedly directed against several major companies, including
Wipro. Upon learning of this incident, we collaborated with forensic firms to investigate and have worked
closely with our anti-virus provider and our information security team to counter the threat found in our
system and implemented a series of additional precautionary and containment measures across our
systems. As per the investigations, there is no evidence of data breach or data loss reported. In addition,
we had commissioned an independent assessment by a third party. The assessment has been completed
and the independent third party has confirmed that they found no evidence of any risk and also that the
remediation controls implemented by Wipro are effective.
Innovation
Human experience in interacting with machines is rapidly evolving. Breakthroughs in Man-Machine
Interfaces (MMI) using acoustics, gestures, biometrics, body movement and virtual reality coupled with
context-aware applications are introducing higher levels of user engagement. Such interactions are
dynamic, flexible, personalized, responsive, real-time and data driven. Growing project complexities,
competitive pressures, operational challenges and the need to maintain and grow margins is driving
companies to adopt technologies that will help them run business as usual, improve operational

efficiencies and provide competitive differentiation. Essentially, this will prepare organizations to
fundamentally change the way they do business.
Research and Development Initiatives
Wipro’s Research and Development initiatives continue to focus on strengthening and extending our
portfolio of IT services across multiple new and emerging technology areas as well as in the intersection of
these technologies. We are investing extensively in developing solutions and services in a host of advanced
technology areas (e.g. ADAS - Autonomous Driver Assistance Systems/ autonomous vehicles, commercial
wearables, machine vision, human machine interfaces, smart assistants, natural language processing and
understanding, augmented & virtual reality, blockchain tech, quantum computing, smart machines, among
others). We continue to invest in working on new ways of software development and deployment for edge-
based IoT and always-on architectures.
Next generation digital technologies like Artificial Intelligence, Internet of Things, Big Data Analytics and
emerging collaborative development methodologies like Open Source are driving this change. These
emerging technological innovations can drive sustainability by way of digitalization and dematerialization,
system integration and optimization. For example:
Some of the use cases we have built that are showcased in our innovation centers are shopper robot, vision
assisted machine tending operation, inventory & inspection, segregation of hazardous materials, game
playing robot.
We are also collaborating with agricultural university, startups and research institutions to develop early
detection of pest infestation in crops with the use of these APIs. We have reached a reasonable accuracy
in detection and are working with one of the processing industries to deploy the same.
Strategic Approach to Innovation
Wipro has a two-pronged approach to innovation - external and internal. Externally, we work jointly with
our customers and with various academic institutes, research organizations both from a recruitment
perspective as well as from a partnership perspective.
For joint innovation with customers, Wipro has primarily four models:

Each model has specific use situations depending on the amount of investment and the nature of the
innovation problems that are addressed. We also assess maturity levels of participating stakeholders while
proposing these different engagement models.
Wipro understands the necessity of having a strong Open Innovation Network and invests into building,
supporting and participating in various such networks and forums. The bulk of the company's Open
Innovation activity is aligned to the focus themes driven by the CTO Office and the strategic areas as
identified by the respective individual business units.
On the Internal Innovation side, a number of initiatives have been started that are designed on concepts of
Open Innovation to inculcate a culture of innovation in people. They span the lifecycle of Idea Management
from Ideation to Development. Some of them are Directed Idea Campaigns sponsored by business units
(BU) which may want to crowdsource ideas around a defined Use Case or Problem Statement. Ideas coming
in as part of these are further taken up by the Sponsoring Business Units or the Idea Author is given a
chance to develop it wherein the CTO Office support is in the form of infrastructure and mentoring.
Technology training and enablement initiatives like CodeStorm enable people to learn and become
proficient in new and emerging technology and languages by participating in Coding Contests and
Hackathons.
Technology Themes for Innovation

Open Innovation: Open Innovation is about engaging with the “external innovation” ecosystem to tap
leading edge innovation and disruptive technologies to bring the best solutions to our clients. It is about
tapping the global innovation network through vehicles such as Wipro Ventures, Research Partnerships and
Horizon Program, crowdsourcing models, such as Topcoder and M&A.
Wipro Ventures, the strategic investment arm of Wipro, Wipro Ventures invests in early to mid-stage
enterprise software startups. Wipro Ventures was launched as a $100 million Fund in early 2015. In
February 2020, Wipro Ventures received an additional allocation of $150 million for Wipro Ventures Fund II.
As of March 31, 2020, Wipro Ventures has active investments in and partnered with 14 startups in the
following areas - AI (Avaamo, Inc., Vicarious FPC, Inc.), Business Commerce (Tradeshift, Inc.), Cybersecurity
(IntSights Cyber Intelligence Ltd., Vectra Networks, Inc. CyCognito, CloudKnox), Data Management
(Incorta), Industrial IoT (Altizon Systems Private Ltd.), Fraud and Risk Mitigation, Testing Automation
(Headspin, Inc., Tricentis GmbH, Sealights) and Cloud Infrastructure (CloudGenix, Moogsoft). In addition to
direct investments in emerging startups, Wipro Ventures has invested in five enterprise-focused venture
funds: B Capital, TLV Partners, Work-Bench Ventures, Glilot Capital Partners and Boldstart Ventures.
Partner Ecosystem: We have a dedicated unit to drive and deepen our partner ecosystem and to drive
creation of new markets and solutions, expand in key verticals and geographies, drive innovation in our
offerings and drive go - to market outcomes. We have subdivided the partner ecosystem into the following
categories:
• Strategic Partners: Multiple product lines with significant business volume and potential
• Growth Partners: Single practice alliances
• Niche Partners: Niche products with differentiated solution.
Horizon Program: The goal of the Horizon Program is to drive organic incubation in emerging areas covering
products, platforms, solutions and capabilities. In order to achieve this objective, we are investing in key
areas such as AI, robotics, software-defined everything, autonomous vehicle, connected cars, digital twins,
cybersecurity, Industry 4.0 and industry solutions such as cargo management. During the year ended March
31, 2020, we funded 12 projects as part of this program.

Crowdsourcing: A community and crowdsourcing platform with over one million developers, designers,
data scientists and testers. Topcoder provides focused enterprise offerings around AI/ML and analytics,
digital experience (“DX”), Quality as a Service (“QaaS”), workforce transformation, TaaS and hybrid
(certified) communities. We are also using the Topcoder Hybrid Crowd Platform to scale and engage in-
house talent pools in emerging technologies such as Full Stack, DevOps, AI/ML, Cloud, Analytics and other
Digital skills with our internal TopGear hybrid community. It also acts as a structured learning path for
accounts providing hands-on experience across more than 200 skills. We are creating a pool of Challenge
Architects, Topcoder Co-pilots and Reviewers to expand the percentage of work delivered through
crowdsourcing.
Research Partnerships: Collaboration with academic institutions and associations in the United States,
Europe, Israel and India in the fields of computer and electrical engineering to promote innovative
technology research and capability.
Governance
Wipro follows a federated model for innovation with innovation being driven through multiple structures.
The CSO (Chief Strategy Officer) and his group invests in long term solution building and aids the investment
efforts of the Business Units /Service Lines by supporting some selected seeding initiatives that are
designed to create new business services for Wipro.
The CTO (Chief Technology Officer) and his group drive innovation through investing in a set of technology
themes that can be applied to create services in different industry verticals. The CTO Office also anchors
innovation crowdsourcing and open execution processes within and outside the organization through
internal innovation programs and by driving an external program that connects with the ecosystem of
startups, academia and research institutions.
Business units (BU's) and Service Lines (SLs) also drive innovation within their respective industry or
technology domain develop solutions and service products within their remits. The internal process
transformation group invests in tools and frameworks that help improve costs and productivity of our
delivery processes for both infrastructure and application management services.
Intellectual Property and Patents in Wipro

Our considerable R&D efforts have helped build our Intellectual Property (IP) portfolio substantially. In the
year ended March 31, 2020, Wipro filed 255 patents and currently has approximately 741 registered patents
and 1560 patent applications pending registrations in various jurisdictions across the world. Wipro won the
“Asia IP Elite” award from the Intellectual Asset Management publication for the sixth consecutive year for
best IP Practices.
Sustainability Inspired Solutions

COVID-19 pandemic accelerated disruption in the global economy, healthcare, higher education, services,
small businesses, and the enterprise. At Wipro, our mission is to help customers manage disruption and
accelerate their transformation through various offerings. Over the past few years, we built a portfolio of
leading IT enabled sustainability solutions which help our customers advance in their sustainability journey
and also build resilience. The strengths of our positioning come from decades of working with partners and
customers to understand stakeholder needs - and placing it in the context of a larger common purpose of
providing ‘sustainability’ inspired solutions.
Industry Focus
Example of industries where we provide sustainability inspired solutions are listed below:

Automotive: Combining traditional solutions with the potential of Industry 4.0 technologies to deliver
vehicles that are safer and more enjoyable to drive. Example of our services include Connected Cars, Smart
Manufacturing, etc. Refer to https://www.wipro.com/en-IN/automotive/ for more information
Healthcare & Medical Devices: Non-invasive wearable sensors, for real-time health monitoring and
patient-centric healthcare. We deliver cost-effective, high-quality care though robust systems, products
and commercial models. Refer to https://www.wipro.com/en-IN/healthcare/ for more information
Natural Resources: Real-time monitoring of mine equipment, management of assets, worker health and
safety. Refer to https://www.wipro.com/en-IN/natural-resources/ for more information
Utilities, Oil & Gas: Reliable, integrated energy and asset management to improve energy efficiency. Refer
to https://www.wipro.com/en-IN/oil-and-gas/ and https://www.wipro.com/en-IN/utilities/ for more
information
Retail: Supply chain optimization, along with real-time situational awareness to improve customer
experience and returns management. Refer to https://www.wipro.com/en-IN/retail/ for more information
Travel and Transportation: Optimizing costs and providing a differentiated user experience by combining
a host of new technologies with strong governance frameworks to achieve sustainable and predictable
outcomes. Refer to https://www.wipro.com/en-IN/travel-and-transportation/ for more information.

Financial Stewardship and Investors
The history of financial disclosures through annual and financial reports can be largely attributed to the
voluntary disclosures of business performance from a few companies in the U.S. and U.K. to their providers
of financial capital in the 19th century. Over the subsequent decades, accounting and reporting methods
were refined and institutionalized. In the last couple of decades, progressive calls for transparency and
accountability have led stock exchanges to enforce a number of requirements for corporate disclosures.
The King Report on Corporate Governance (1994, 2002, and 2009) is widely regarded as the first integrated
reporting framework on corporate governance and performance, covering both finance and non-financial
disclosures. Compliance with the Kings framework is required by companies listed on the Johannesburg
Stock Exchange. Similarly, in India, the National Voluntary Guidelines (NVGs) released by the Ministry of
Corporate Affairs have been adopted by the Securities and Exchange Board of India for listed companies to
publish a Business Responsibility Report (BRR) as part of their annual financial report. In 2018, NVGs
updated to National Guideline for Responsible Business Conduct (NGRBC) by Ministry of Corporate Affairs,
India.
The International Integrated Reporting Council (IIRC), a global coalition of regulators, investors, companies,
standard bodies, the accounting profession and NGOs, is facilitating adoption of integrated reporting
framework <IR> as the new corporate reporting norm. One of the core elements of the framework is
accountability and stewardship of the stocks and flows of the six forms of capital: financial, manufactured,
intellectual, human, social and natural. The first two forms of capital are covered in almost all annual
reports while the others are covered to varying degrees by some organizations depending on their context
and understanding of impacts to significant stakeholders. In 2018, we joined the IR business network –
where we participate in deliberations on integrated thinking, strategy and technology and data informed
reporting. In 2017 we released our first annual report aligned with the principles of <IR> Framework. Since
then our annual Integrated Report is aligned with GRI Standard and BRR requirements of SEBI and also
incorporates the recommendation set out by Task Force on Climate-related Financial Disclosures (TCFD)
and CDSB (Climate Disclosures Standards Board) framework.
In 2017, Wipro signed the commitment to move towards using the recommendations of the Task Force on
Climate-related Financial Disclosures (TCFD) in our annual financial reporting. TCFD is spearheaded by The
Climate Disclosure Standards Board (CDSB), which is an international consortium of business and
environmental NGOs. By signing this, Wipro commits to implement the recommendations of the Task Force
on Climate-related Financial Disclosures in our Annual Reports.
The increasing recognition that social and environmental risks can affect a company’s operational strength
and continuity has prompted active engagement from investors, regulators and government. Investors are
increasingly incorporating ESG criteria (Environmental, Social and Governance) into their investment
decision frameworks. Over the last decade, this has manifested in at least four different ways as shown
below:
• Stock Exchange (DJSI, MSCI, FTSE4Good,)

• ESG Assessment by Investors (CDP, Vigeo, Oekom)
• Subscription to Principles (Responsible Investing (PRI) and <IR>)
• Custom Assessment and studies (Natural Capital Accounting and Social Risk Assessment).
Financial Stewardship and Investors 86 Wipro Sustainability Report FY2019-20

Investors
Investors in Wipro are key stakeholders and must get fair returns for investing in our company. Our endeavor
is to report the true and fair financial results in a timely manner and communicate the business outlook,
risks and opportunities. With reliable financial results and consistent messaging of economic environment,
investors are empowered to take investment decision best suited to their risk profile.
Profile of Wipro Shareholders
FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20
No. of 5,11,881
2,27,368 2,41,153 2,69,693 330075
Shareholders
ADR Holders 16,120 16245 14,152 14,000 10400
Total 5,11,881
2,27,368 2,41,153 2,69,693 330075
Shareholders
For overall shareholding pattern refer to table given on Page 104 of our Annual Report FY 2019-20. Our
investors are increasingly getting aligned with ‘The Principles of Responsible Investment’ (PRI). PRI was
developed by an international group of institutional investors under the umbrella of Principles for
Responsible Investment Initiative (PRII), reflect the increasing relevance of environmental, social and
corporate governance issues to investment practices. UNEP Finance Initiative and UN Global compact are
partnering with PRII in this initiative. The total number of PRI signatories are 2,701 and 30% of all investors
in Wipro are PRI signatories.
Engagement with Investors

We have multiple channels of communications to keep the investors informed about various development
and events. Communication through proactive disclosures in our financial statement has been the bedrock
of investor engagement at Wipro. Our senior management leaders along with our dedicated Investor
Relations team participate in various forums like investor conferences and investor road shows, in addition
to hosting investors who visit us. Our quarterly results, regulatory filings, transcripts of our earnings call
and media presentations are available at http://www.wipro.com/investors/.
Engagement Approach
The figure below reflects the breadth of our engagement with Investors:

Details of Engagement
The following table details the different types of engagement exercise undertaken by the company in 2019-
20:
Q1 Q2 Q3 Q4 FY20
Investors Meetings and

56 80 56 60 252
Calls
Conference 2 4 3 2 11
Road Show Conducted 1 1 1 2 5
Earning Conference Calls 1 1 1 1 4
Our goal is to have zero pending complaints or queries at the end of a period. The table below presents the
number of complaints/ queries received and the number of queries responded to:
Q1 Q2 Q3 Q4 Total
Complaints received on Non receipt on

244 167 18 1 430
annual report
Complaints resolved on Non receipt on

244 167 18 1 430
annual report
Complaints received on Non receipt on

89 68 676 46 879
dividend warrant
Complaints resolved on Non receipt on

89 68 676 46 879
dividend warrant

Complaints received on
Correction/revalidation of dividend 0 0 0 0 0
warrants
Complaints resolved on
Correction/revalidation of dividend 0 0 0 0 0
warrants
Complaints received on Non receipt of

57 6 4 1 68
securities
Complaints resolved on Non receipt of

57 6 4 1 68
securities
Complaints received on SEBI/Stock

4 6 8 2 20
exchange complaints
Complaints resolved on SEBI/Stock

4 6 8 2 20
exchange complaints
Other Complaints received 37 2928 104 21 3090
Other Complaints resolved 37 2928 104 21 3090
Economic Performance
We are a global technology services firm, with employees across over 55 countries and serving enterprise
clients across various industries. We provide our clients with competitive advantages by applying various
emerging technologies and ensuring cyber resilience and cyber assurance. We work with our clients not
only to enable their digital future, but also to drive hyper efficiencies across their technology infrastructure,
applications and core operations, enabling them to achieve cost leadership in their businesses.
We are recognized by our clients for our ability to bring in “an integrated perspective”, or our ability to bring
together broad and deep technology and domain expertise, our ability to draw learnings and apply insights
from one company or sector to another and our ability to provide end-to-end services. Our clients value our
consistent excellence in execution and our ability to proactively incorporate relevant innovation.
Our IT Services business provides a range of IT and IT-enabled services which include digital strategy
advisory, customer centric design, technology consulting, IT consulting, custom application design,
development, re-engineering and maintenance, systems integration, package implementation, global
infrastructure services, analytics services, business process services, research and development and
hardware and software design to leading enterprises worldwide.
Growth in core traditional services revenues are expected to be moderate, whereas digital technology is
continuing to gain prominence due to increased technology adoption by governments and businesses

upgrading platforms, products and solutions to enhance the consumer experience. The markets we serve
continue to undergo rapid changes due to the pace of development in technology, innovation in business
models and changes in clients’ sourcing strategies. Digital business has changed the nature of demand for
IT services. Big data and analytics, cloud computing, cybersecurity and advanced technologies such as
artificial intelligence (“AI”), machine learning (“ML”), IoT, robotics, and 3D printing are profoundly
impacting enterprise, government and end consumer segments by enabling new business opportunities
across sectors.
The markets we serve are undergoing a massive disruption due to the outbreak of COVID-19. The situation
caused by the COVID-19 pandemic continues to evolve and the effects on the markets we serve remain
uncertain. The outlook for the markets we serve going forward will depend, in addition to other factors, on
how COVID-19 continues to affect the global economy.
Business scenarios due to Covid-19
Due to the uncertainty around the course of the COVID-19 pandemic, we are currently unable to predict the
extent to which the pandemic will disrupt our business and operations. In March 2020, as the COVID-19
pandemic rapidly spread, governments across the world announced public health measures, including
complete or partial lockdowns restricting movement of people, goods and services. Economic activity was
severely impacted, including disrupting the businesses of our customers.
As a response to COVID-19, we activated our COVID-19 Global Crisis Management task force in early March
2020. The task force is chaired by our Chief Operating Officer and consists of several cross-functional
teams, including business continuity, Chief Information Officer (“CIO”) and cybersecurity. Most of our
employees were quickly asked to work from home. In order to better support employees working from
home, we have enhanced our cybersecurity measures by installing secure agents in our systems. While
various cybersecurity control mechanisms are deployed and periodically reinforced, security control
mechanisms may not always be successful, considering the complexity of the environments, inter-
dependencies, sophisticated attack methodologies, highly dynamic heterogeneous systems, global digital
presence hosted both in cloud and on premises with work from home arrangements. In parallel to our
employees working from home, we reached out to our customers, briefed them of the measures we were
adopting and sought their approval. Through these efforts, we have been able to continue to support the
majority of our customers.
Our teams have settled into the new ways of working and our managers are tracking employee welfare,
productivity and customer service delivery progress through the use of various tools, and we are
collaborating with our customers on delivering on our commitments. However, the markets we serve
continue to undergo massive disruptions due to the COVID-19 pandemic. Unlike past financial crises,
triggered by weaknesses in capital markets, COVID-19 is a public health crisis that has necessitated
restrictions on social interactions across the globe, leading to significant economic uncertainty across all
industries. The IMF predicts that the global economy will shrink by 3% in the year 2020. Ultimately, the
economic fallout of and the subsequent recovery from COVID-19 will depend on multiple factors, such as
recovery driven by containment efforts, supply chain disruptions, impact of lockdowns, repercussions of
the dramatic tightening in global financial markets, shifts in consumer behaviour and spending patterns
and volatile commodity prices, including oil prices.
The continued spread of COVID-19, and any related adverse public health developments, could adversely
affect workforces, customers, economies and financial markets globally, potentially leading to further
economic downturn. This could decrease technology spending, adversely affect demand for our products,
increase pricing pressure including customer requests for price discounts and supply-side constraints,
impact cash conversion cycles and otherwise harm our business and results of operations. The conditions

caused by the COVID-19 can also affect the rate of customer spending, including through cancellations or
ramp-downs of existing projects, increased requests for furloughs, customers’ decreased ability or
willingness to purchase our offerings, delays to prospective customers’ purchasing decisions, adverse
impacts on our ability to provide on-site services to our customers or delays to the provisioning of our
offerings, including due to various travel restrictions, all of which could adversely affect our business and
overall financial performance.
There is uncertainty caused by COVID-19 across sectors and in all geographies that we operate in.
Economic activity has slowed and nearly all of our industry verticals are likely to be impacted in the short
term, and recovery may be staggered across sectors depending on the course of the pandemic. This is likely
to have a significant impact on our customers’ earnings and their IT spending with us. The potential impact
to our results going forward will depend to a large extent on future developments regarding COVID-19 that
cannot be accurately predicted at this time, including the duration and severity of the pandemic, the extent
and effectiveness of containment actions and the impact of these and other factors on our employees,
customers, partners and vendors.
Our business performance: Global IT service providers offer a range of end-to-end software development,
digital services, IT business solutions, research and development services, technology infrastructure
services, business process services, consulting and related support functions. According to the NASSCOM
Report, IT export revenues from India grew by 8.1% to an estimated $147 billion in fiscal year 2020. India’s
IT industry grew by 7.7% to reach $191 billion during the year ended March 31, 2020. According to the
NASSCOM Report, “Digital” continues to drive growth (more than 50% of growth in fiscal year 2020) and
now contributes $51 billion to the overall IT industry in India. Technologies such as industrial automation,
robotics, cloud, IoT, AR/VR and blockchain continue to fuel growth.
Growth in core traditional services revenues are expected to be moderate, whereas digital technology is
continuing to gain prominence due to increased technology adoption by governments and businesses
upgrading platforms, products and solutions to enhance the consumer experience. The markets we serve
continue to undergo rapid changes due to the pace of development in technology, innovation in business
models and changes in clients’ sourcing strategies. Digital business has changed the nature of demand for
IT services. Big data and analytics, cloud computing, cybersecurity and advanced technologies such as AI,
ML, IoT, robotics, and 3D printing are profoundly impacting enterprise, government and end consumer
segments by enabling new business opportunities across sectors. Two-thirds of enterprises are building
cloud native applications to support cloud-based AI-workloads and AI-powered business models.
We have invested in developing intellectual property (“IP”) across products, platforms, frameworks,
solutions, components, accelerators, tools and applications. Our IP has enabled us to provide standardized
solutions to our customers and obtain significant time-to-market advantages over the previous customized
solutions which incurred higher costs and required a longer time to develop.
Gross profit as a percentage of revenue in our IT Services segment for the year ended March 31, 2020 is
30.1%. We anticipate challenges in significantly improving our gross profits largely due to the following
reasons:
• Limited ability of the market to accept increase in prices;

• Customer demand for price discounts and productivity improvement;
• Loss of revenue due to vendor consolidation at customer end;
• Lower utilization rates for our resources arising from reduction in demand for our services from
customer or contract terminations;
• Regular increases in salaries, a cost which accounts for a major part of our expense line;

• The impact of exchange rate fluctuations on our Indian Rupee realizations;
• Higher investment in research and development and other emerging technology areas;
• Investment in acquisitions with potentially lower contribution to margins; and
• In the short term, there may be a decrease in gross margins due to any decrease in technology spending,
lower demand for IT products, lower rate of customer spending, delay in customers’ purchasing
decisions resulting from the ongoing COVID-19 pandemic.
In response to COVID-19, we are focusing on various cost optimization initiatives, including:
• Re-skilling and re-deployment of our workforce from our existing pool of talent, and new hiring will be
done only for business-critical reasons;
• Optimization of costs relating to travel, facilities and other discretionary spends like marketing events;
• Deferment of annual increases in salary and progression cycles; and
• Optimization of our variable workforce (i.e., sub-contractors), including replacing them with our
existing internal pool of talent.
In response to the increased competition in the market place for IT services and pressure on gross
margins, we are focusing on:
• Differentiating our offerings by providing premium services across the Digital value-chain, including
consulting and advisory, strategy, design, cloud and connected offerings;
• Investing in non-linearity through our IP portfolio that de-link the linear relationship between revenue
and efforts expended;
• Investing in customer experience to establish deeper client relationships and provide a wider range of
services;
• Aligning our resources to expected demand and pivoting ourselves to meet new opportunities;
• Leveraging Wipro HOLMESTM to increase use of automation within our client organizations to gain cost
efficiencies, agility and enhanced user experiences;
• Using next-generation technology-led business process services to drive superior customer experience
and maximize returns and bring down operating costs
• Driving revenue and cost synergies of acquired businesses; and
• Emphasizing a talent and delivery model to increase the utilization of our IT professionals.
Business Strategy
The vision for our business is “To earn our clients’ trust and maximize value of their businesses by providing
solutions that integrate deep industry insights, leading technologies and best in class execution”. In doing
business we seek to emphasize our core values of being passionate about our client’s success, treating
each person with respect, being global and responsible, and maintaining unyielding integrity in everything
we do.
Our strategy is about driving a “Digital first” approach through four foundational pillars: Business
Transformation, Modernization, Connected Intelligence and Trust. As part of this approach, we are
prioritizing and investing significantly to drive growth in key strategic fields such as digital, cloud,
cybersecurity and industrial and engineering services through our “Big Bet” program, under which we
prioritize investments in certain high potential growth areas. For example, our “Big Bet” in each of digital
and cloud is at the heart of our Business Transformation and Modernization pillars, while our “Big Bet” in
industrial and engineering services is central to our Connected Intelligence pillar and our “Big Bet” in
cybersecurity is central to our Trust pillar. Talent and Delivery Models, IPs and Platforms, and Open

Innovation are the underlying strategies that support the four pillars. Refer to pages 28 of Wipro Annual
Report for FY 2019-20 for detailed Business Strategy.
Assessment of Financial and Economic Risks

Our annual financial report and the Form 20-F filing with the U.S. Securities and Exchange commission for
the reporting year lists a number of external factors or risks that may impact our business. These
externalities are assessed regularly and inform business strategy. We present here a summary of the key
external risks identified and our approach towards them. The engagement is informed by three primary
factors (i) the different timescales in which they play out, (ii) the relative influence business has and (iii)
meeting the concurrent and diverse needs of its various stakeholders:
• Global Economic and Geo Political Risks: We derive approximately 57% of our IT Services revenue from
the Americas (including the United States) and 24% of our IT Services revenue from Europe. If the
economy in the Americas or Europe continues to be volatile or conditions in the global financial market
deteriorate, pricing for our services may become less attractive and our clients located in these
geographies may reduce or postpone their technology spending significantly. Reduction in spending on
IT services may lower the demand for our services and negatively affect our revenues and profitability.
Our clients are concentrated in certain key industries. Any significant decrease in the growth of any one
of these industries, or widespread changes in any such industry, may reduce or alter the demand for
our services and adversely affect our revenue and profitability.
• Uncertainty Relating to the Global Health Pandemic on COVID-19: In assessing the recoverability of
receivables including unbilled receivables, contract assets and contract costs, goodwill, intangible
assets, and certain investments, the Company has considered internal and external information up to
the date of approval of these financial statements including credit reports and economic forecasts.
• The Company has performed sensitivity analysis on the assumptions used herein. Based on the current
indicators of future economic conditions, the Company expects to recover the carrying amount of these
assets. The Company based on, its assessment believes that the probability of the occurrence of
forecasted transactions is not impacted by COVID-19. The Company has also considered the effect of
changes, if any, in both counterparty credit risk and own credit risk while assessing hedge
effectiveness and measuring hedge ineffectiveness and continues to believe that there is no impact on
the effectiveness of its hedges.
• The impact of COVID-19 remains uncertain and may be different from what we have estimated as of the
date of approval of these consolidated financial statements and the Company will continue to closely
monitor any material changes to future economic conditions.
• Taxation Risks: Our profits for the period earned from providing services at client premises outside
India are subject to tax in the country where we perform the work. Most of our taxes paid in countries
other than India can be applied as a credit against our Indian tax liability to the extent that the same
income is subject to taxation in India. Currently, we benefit from certain tax incentives under Indian tax
laws. These tax incentives include a tax holiday from payment of Indian corporate income taxes for our
businesses operating from specially designated Special Economic Zones (“SEZs”). Changes to these
incentives and other exemptions we receive due to government policies can impact our financial
performance.
• Wage Pressure: Our wage costs in emerging markets have historically been significantly lower than
wage costs in the developed markets for comparably skilled professionals, and this has been one of
our competitive advantages. However, wage increases in emerging markets may prevent us from
sustaining this competitive advantage and may negatively affect our profit margins. We may need to
increase the levels of our employee compensation more rapidly than in the past to retain talent. Unless
we are able to continue to increase the efficiency and productivity of our employees over the long term,
wage increases may reduce our profit margins. The inability to provide adequate wage increases may
result in attrition and impact competitiveness.

Components of Market Risks
• Foreign Currency Risk : We operate internationally and a major portion of our business is transacted in
several currencies. Consequently, the Company is exposed to foreign exchange risk through receiving
payment for sales and services in the United States and elsewhere, and making purchases from
overseas suppliers in various foreign currencies. The exchange rate risk primarily arises from foreign
exchange revenue, receivables, cash balances, forecasted cash flows, payables and foreign currency
loans and borrowings. A significant portion of our revenue is in U.S. Dollars, United Kingdom Pound
Sterling, Euros, Australian Dollars and Canadian Dollars while a large portion of our costs are in Indian
Rupees. The exchange rates between the rupee and these currencies have fluctuated significantly in
recent years and may continue to fluctuate in the future. Appreciation of the Indian Rupee against these
currencies can adversely affect our results of operations. We evaluate our exchange rate exposure
arising from these transactions and enter into foreign currency derivative instruments to mitigate such
exposure. We follow established risk management policies, including the use of derivatives like foreign
exchange forward/option contracts to hedge forecasted cash flows denominated in foreign currency.
We have designated certain derivative instruments as cash flow hedges to mitigate the foreign
exchange exposure of forecasted highly probable cash flows. We have also designated foreign currency
borrowings as hedges against respective net investments in foreign operations. As of March 31, 2020,
a `1 increase in the spot exchange rate of the Indian rupee with the U.S. dollar would result in
approximately `1,972 million (Consolidated Statement of Income `658 million and other comprehensive
income `1,314 million) decrease in the fair value, and a `1 decrease would result in approximately `1,912
million (consolidated statement of income `658 million and other comprehensive income `1,254 million)
increase in the fair value of foreign currency dollar denominated derivative instruments. Interest rate
risk: Interest rate risk primarily arises from floating rate borrowing, including various revolving and
other lines of credit. Our investments are primarily in short-term investments, which do not expose us
to significant interest rate risk. From time to time, to manage our net exposure to interest rate risk
relating to borrowings, we may enter into interest rate swap agreements, which allows us to exchange
periodic payments based on a notional amount and agreed upon fixed and floating interest rates.
Certain borrowings are also transacted at fixed interest rates. If interest rates were to increase by 1%
from March 31, 2020, additional net annual interest expense on our floating rate borrowing would
amount to approximately `773 million.
• Credit Risk: Credit risk arises from the possibility that customers may not be able to settle their
obligations as agreed. To manage this, we periodically assess the financial reliability of customers,
considering the financial condition, current economic trends, forward-looking macroeconomic
information, analysis of historical bad debts and ageing of accounts receivable. Individual risk limits
are set accordingly. No single customer accounted for more than 10% of the accounts receivable as of
March 31, 2020 or for revenues for the year ended March 31, 2020. There is no significant concentration
of credit risk.
• Counterparty Risk: Counterparty risk encompasses issuer risk on marketable securities, settlement
risk on derivative and money market contracts and credit risk on cash and time deposits. Issuer risk is
minimized by only buying securities in India which are at least AAA rated by Indian rating agencies.
Settlement and credit risk is reduced by the policy of entering into transactions with counterparties
that are usually banks or financial institutions with acceptable credit ratings. Exposure to these risks
are closely monitored and maintained within predetermined parameters. There are limits on credit
exposure to any financial institution. The limits are regularly assessed and determined based upon
credit analysis including financial statements and capital adequacy ratio reviews.
• Liquidity Risk: Liquidity risk is defined as the risk that we will not be able to settle or meet our
obligations on time or at a reasonable price. Our corporate treasury department is responsible for
liquidity and funding as well as settlement management. In addition, processes and policies related to
such risks are overseen by senior management. Management monitors the Company’s net liquidity
position through rolling forecasts on the basis of expected cash flows. As of March 31, 2020, our cash
and cash equivalents are held with major banks and financial institutions.

Financial Performance
Consolidated Results FY 2019 (INR Mn) FY 2020 (INR Mn) YoY Change
Revenue1 589,060 613,401 4.1%
Cost of Revenue (413,033) (436,085) 5.6%
Gross Profit 176,027 177,316 0.7%
Selling and Marketing (44,510) (42,907) (3.6)%

Expenses
General and (35,951) (29,823) (17.0)%

Administrative
Expenses
Other Operating 4,344 1,144 (73.7)%

Income2
Operating Income 99,910 105,730 5.8%
Finance Expenses (7,375) (7,328) (0.6)%
Finance and Other 22,923 24,081 5.1%

Income
Income Taxes 25,242 24,799 (1.8)%
Profit Attributable to 90,031 97,218 8.0%

Equity Holders
As a Percentage of
Revenue
Gross Margin3 29.7% 28.9% (0.8)%
Selling and Marketing 7.6% 7.0% (0.6)%

Expenses
General and 6.1% 4.9% (1.2)%

Administrative
Expenses
Operating Margin3 16.8% 17.2% 0.4%
Earnings per share- 14.99 16.67 11.2%

Basic (`)4
Earnings per share- 14.95 16.62 11.2%

Diluted (`)4
1 For segment reporting, we have included the impact of exchange rate fluctuations in revenue. Excluding the impact of exchange rate fluctuations, revenue, as reported
in our statements of income, is INR 585,845 Mn. and INR 610,232 Mn. for the years ended March 31, 2019 and 2020 respectively. Further, finance income on deferred
consideration earned under multi-year payment terms in certain total outsourcing contracts is included in the revenue of the respective segment and is eliminated under
reconciling items. 2 Other operating income represents:(i) For the year ended March 31, 2019, net gain on sale of (a) hosted data center services business, and (b) the
Workday business and Cornerstone OnDemand business. (ii) For the year ended March 31, 2020, (a) change in fair value of the callable units upon partial achievement of
business targets pertaining to sale of data center business, and (b) gain on sale of assets pertaining to Workday business and Cornerstone OnDemand business in Portugal,
France and Sweden. 3 Gross margin and operating margin as a percentage of revenue for year ended March 31, 2020 have been calculated by including Other Operating
Income with Revenue. 4 In FY 2019-20, EPS growth is higher than Net profit growth largely due to reduction in number of equity shares due to completion of buyback.

Ethical Business Conduct - A Fundamental Expectation from Investors
Investors expect ethical conduct from businesses. They are concerned about loss of management time and
resources dealing with such issues, legal liability and damage to reputation due to unethical practices like
bribery, corruption, anti-competition and anti-trust. Even though large businesses have formal systems to
ensure compliance and avoid unethical businesses, they are exposed to such risks from their supply
chains. Corruption and bribery are significant risks to businesses, and they are more pervasive in the supply
chain. This makes business functions dealing with suppliers and business partners vulnerable to such
risks.
Policy
Our corporation wide Code of Business Conduct (COBC) provides the broad direction for all business
transactions. The COBC is Wipro’s central and comprehensive compliance policy document that provides
the framework and a common language for ethical conduct for all employees as well as all our stakeholders.
The COBC applies to all employees and members of the Board of Directors of the Company, as also to all
individuals who serve the Company on contract, subcontract, retainer, consultant or any other such basis.
Suppliers, service providers, external professionals, agents, channel partners (dealers, distributors and
others) serve as an extension of the Company and their conduct and behavior while carrying out business
dealings with Wipro or on behalf of Wipro can have an impact on Wipro and its reputation. Other than COBC,
we also have other policies like the abridged Policy on Related Party Transactions, Wipro Supplier Code of
Conduct, Code of Independent Directors and Code of Ethics for Principal Executive Officer and Senior
Financial Officers, which contextualize the communication for relevant stakeholders.
Approach
From an anti-bribery compliance perspective, Wipro has the following processes internally to ensure an
ethical culture across our businesses:
• A payment due diligence process where payments made by and on behalf of Wipro are reviewed to
ensure adherence to anti-corruption and anti-bribery
• A Standard Operating Procedure to enable employees understand and comply with the requirements
for specific purposes like business courtesies, gifts, entertaining, charitable contribution,
sponsorship, etc. Employees are advised to avoid transactions which might give the appearance of
offering or accepting an improper payment, bribe or kickback
• Due diligence mechanisms, internal controls and assessments on its third parties such as channel
partners, dealers, collection agents, lead finders/hunters etcetera which includes a specific
undertaking from identified vendors, service providers, consultants to affirm compliance to our Code
of Business Conduct and more specifically to our anti-bribery policies
• An Ombuds process for receiving and redressing employees’ complaints, through which employees are
encouraged to report any fraudulent financial or other information to the stakeholders, any conduct
that results in violation of the Company’s COBC (on an anonymous basis, if employees so desire). For
more information, refer to Organization Profile section of this report.
As part of COBC training, Wipro conducts entry-level training to all its employees across levels worldwide
on corporate policies pertaining to Business Relationship, Gifts and Entertainment, Business Courtesies
and Conflict of Interest. Compliance with Foreign Corrupt Practices Act, UK Bribery Act, the Indian
Prevention of Corruption Act, are included as part of leadership training programs and of focused training
programs. In addition to annual test and certification of Code of Business Conduct, a certification process
is enabled for employees travelling to High Risk Countries and employees working in certain functions.
Also, communication of COBC and their significance to Wipro are being done through emails, posters, etc.

Compliance
Wipro has a continuing good track of ethical conduct and we comply with relevant legislations. There has
been no significant instances related to bribery, corruption, anti-competitive or anti-trust practices in the
reporting period across our business divisions.
Natural Capital Valuation

Natural capital can be defined as the world’s stocks of natural resources which make human life possible.
Businesses rely on this natural capital to produce goods and deliver services. They depend on natural non-
renewable resources (for example, fossil fuels and minerals) as well as natural renewable ecosystem goods
and services (for example, freshwater and pollination). Businesses also rely on natural capital for its ability
to absorb by-products of production such as pollution and water. Business extraction and production
activities can damage natural capital with long-term economic and social consequences.
These economic and social consequences manifest themselves as physical, regulatory and reputational
risks for companies. One of the most useful ways for companies to account for these risks is to quantify
and value the environmental impacts generated across their value chains in monetary terms.
Traditional ‘single parameter’ environmental metrics such as cubic meters of water or hectares of land
provide an indication of the scale of dependency on ecosystem goods and services or environmental
impacts. However, they often fail to identify optimization opportunities for business. Natural capital
valuation, on the other hand, provides a deeper insight because it also factors critical environmental
parameters such as regional water scarcity and the ecosystem services provided by land. Natural capital
valuation quantify the environmental impact of the risks associated across value chain in monetary terms.
Wipro initiated its first natural capital valuation exercise for the financial year 2013-14. During the most
recent valuation exercise, the assessment quantify and value (in economic terms) the impacts associated
with key performance indicators (KPIs) namely GHG emissions, water consumption, air pollution, water and
land pollution, waste generation and land use change across domestic and overseas operations. In FY2020,
total environmental cost relating to Wipro’s operations and supply chain was equal to USD 0.23 billion (USD
0.31 billion in FY19), of which operational and upstream supply chain impacts contributes 8% (USD 18
million) and 92% (USD 210 million) of impacts, respectively. Of the operational impacts, highest
contribution is from electricity consumption related impacts at 77% (USD 14 million). Within Wipro’s
upstream supply chain, purchased goods and services (75%; USD 160 million) (this includes impacts across
all tiers of suppliers) and fuel and energy related activities (14%; USD 30 million) are the top two impact
categories. Please refer to Wipro Natural Capital Valuation Program in Ecological Sustainability section of
this report for details.

Supply Chain Sustainability
The impacts or externalities of businesses are frequently influenced by their supply chain processes.
Managing the environmental and social impacts of supply chain are interlinked to economic outputs over
the long term - they can help businesses avoid disruptions, meet evolving customer and business partner
requirements, foster innovation and protect the company’s reputation and brand value. It can also help
further the business imperatives of efficiency, cost effectiveness and resilience in the supply chain.
However, the fundamental and compelling reason for sustainability engagement in our value chain stems
from our belief that it is the right thing to do in the larger interests of both, the suppliers as well as of
society.
The context, scale and complexity of modern supply chains pose challenges for business to identify,
influence and control these impacts. Our supply chain management program is influenced by our
understanding of the multiple drivers as well as the challenges associated with it.
Understanding the Stakeholder-Supply Chain

The supplier ecosystem of Wipro can be broadly categorized into two broad heads. One category can be
called as our ‘primary supply chain’ which comprises of our contract employees involved in core delivery of
IT Services and Solutions. Such employees typically have gone through a minimum graduate degree
qualification and are experienced in specialized technology and consulting skills aided by an intensive in
house capability building program. We considered them as part of our supply chain as they not engaged
directly/employed by Wipro. Our workforce currently includes more than 20,000 contract employees.
The second component of our supply chain is ‘product or services supply chain’ or ‘secondary supply chain’
which comprises of suppliers who provide products, business support services and utility management
services for our operations. The list of categories of procurement which form the ‘secondary supply chain’
is given below:
Business Support Services, Insurance and

Finance and Legal Services
Business Support Services Non Technical

5%
contracting and other HR services 14% 5%
Business Support Services- recruitment and
Training 7%
Business Support Services-Services
Marketing
Business Support Services- technical 10% 5%

Contracting
IT-IT Service Telecom

0%
IT-IT Software
14%
IT-IT Hardware
16%
Facility Management Transportation and
Logistics Services
Facility Management- Facility Management

including Maintenance and Repair
2%
Facility Management-Direct Material
22%
Civil-New Infrastructure and Civil Services
Supply Chain Sustainability 99 Wipro Sustainability Report FY2019-20

IT-IT Hardware 16%
Product
Facility Management- Facility Management
including Maintenance and Repair 10%
Business Support Services, Insurance and

Finance and Legal Services 5%
Business Support Services Non Technical

contracting and other HR services 5%
Business Support Services- recruitment and

Training 7%
Services Business Support Services-Services

Marketing 5%
Business Support Services- technical

Contracting 14%
IT-IT Service Telecom 2%
IT-IT Software 22%
Civil-New Infrastructure and Civil Services 14%
Complaints received on Non-receipt on annual report
Complaints resolved on Non-receipt on annual report 4 37

4
37
Complaints received on Non-receipt on dividend
warrant 57
Complaints resolved on Non-receipt on dividend 244
warrant
Complaints received on Correction/revalidation of
dividend warrants 57
Complaints resolved on Correction/revalidation of
dividend warrants
Complaints received on Non-receipt of securities
Complaints resolved on Non-receipt of securities 89
Complaints received on SEBI/Stock exchange

complaints
Complaints resolved on SEBI/Stock exchange
complaints
Others Complaints received 89
244
Others Complaints resolved

Facility management requires a diverse set of support services ranging from hospitality, housekeeping,
catering, equipment maintenance among others and for this we have moved to an IFMA arrangement
(Integrated Facility Management Services). A significant number of contract manpower is employed as part
of these facilities.
Wipro is an Equal Opportunity employer and strongly advocates the same through its supply chain by
encouraging supplier diversity. Qualified enterprises owned by persons with disability, women or member
of minority communities are proactively identified and engaged with. We are restructuring our vendor
empanelment process to help strengthen our supplier diversity process.
Suppliers Segmentations
Wipro has a formal process to identify suppliers who are strategic to its sustained business performance.
The suppliers are classified into two categories: Strategic suppliers and Tactical suppliers. The Global
Procurement Group finalizes the supplier categorization based on annual performance evaluation.
Strategic Suppliers are suppliers which are essential for the success of strategic business outcomes for
Wipro. Sustainability or other serious issues with such suppliers may seriously dent Wipro’s ability to meet
its’ objectives. Tactical Suppliers account for only a small part of the overall spend of Wipro.
Supply Chain Risk Assessment

Wipro's approach to identifying sustainability risks in the supply chain includes cross functional analysis
of the risks pertaining to different organizational functions. The Enterprise Risk Management function
owns the supplier economic risk assessment process and their focus is on ensuring continuous and non
interrupted supply of services/goods. Vendor Risk Assessment comprises a formal evaluation of a vendor
company’s financial health which is determined by many factors including operational efficiency,
susceptibility to corruption etc.
The Group Sustainability Function partners with Central Procurement Organization, Facilities Management
Group and other relevant stakeholders in identifying environmental and social risks in Wipro's supply chain
through independent studies conducted periodically.
The Ombuds process is also available for suppliers through a 24X7 hotline and on the internet. The concerns
raised through the Ombuds process are another source of identification of risks in the supply chain:
Impact Identified in Supply Chain Supplier Category for whom the impacts are
significant
Economic • Probability of Default All Supplier Categories

• Bankruptcy
• Corruption Risk
Environmental* • High Carbon Footprint • Commercial and Industry Machinery and

• High Water Footprint equipment repair and maintenance
• High Waste Footprint • Architectural, engineering related services

• Hardware manufacturing
• Architectural, engineering, and related
services
• Business support services
• Telecommunications

• Architectural, engineering, and related
services
• Telecommunications
• Business support services
Social** Human Rights & labor Practice Office Services (Security, Casual labor, food
(Women’s safety at workplace & suppliers)
Benefits-Leave, Compensation, Facility Services
Working Hours)
Travel
* Based on ‘Natural Capital Valuation’ which studied Stakeholder Feedback** Based on Social Audit conducted for manpower service
providers.
* Based on ‘Natural Capital Valuation’ which studied Stakeholder Feedback** Based on Social Audit conducted for manpower service
providers.
Influencing Stakeholders • Emerging Concerns

Customers • Global customers requesting information and
assessing our supply chain
• Business impact due to operations impact
Employees • Demand for comfortable and safe working
environment
Investors • Investors requesting information on our supply
chain program
Business • Competency gaps in the IT Services people
supply chain
• Financial prudence
Society & Community • Externalities due to operations
• Employment
• Diversity
Identified Material Aspects

The understanding of risks in supply chain and our stakeholders’ concerns informed the outcomes of our
materiality determination exercise. Based on the identified risks, we have identified the following aspects
as material from a sustainability perspective:
GRI Aspects/Topics Section

Supplier Environmental Assessment
Supplier Assessment for Labor Practices
Supplier Engagement Program
Supplier Human Rights assessment
Supplier assessment for impacts on society
(Corruption, Anti-competition)
Procurement Practices
(We refer to our high proportion of contract staff - both, people involved in core delivery as well as skilled or unskilled support staff who
work in campus operations as ‘people supply chain’. In this section, we will pimarily address the secondary supply chain as the ‘people
supply chain’ aspect has been covered in detail in ‘Workplace Sustainability’ section of our report.)

Strategic Approach
Based on our understanding of risks in our supply chain, our supply-chain approach is based on the
principles of ethics and integrity, ecological sustainability and workplace responsibility:
• Ethics - Wipro expects its suppliers to adhere to similar standards of ethics and integrity as its own
standards.
• Ecological Sustainability - We expect suppliers to supply products and services that exceed
environmental standards and to establish a program of ecological sustainability in their own
operations.
• Workplace Responsibility - Wipro expects its suppliers to adhere to principles of human rights,
employee welfare, health and safety, minimum wages and fair working hours. We encourage sourcing
from the local economy and supplier diversity.
The Global Procurement Group
The responsibility of managing procurement related activities of Wipro rests with the Global Procurement
Group. The goal of the Procurement Group is to provide high quality products and services on a timely basis,
consistent with organizational objectives and policies and at the same time by adhering to the highest
ethical standards. The responsibility is divided among multiple buyer groups who handle different
procurement categories. The Procurement Group works along with Enterprise Risk Management, Internal
Audit and Legal teams to ensure compliance and to proactively address risks in the supply chain.
Suppliers Engagement Program

At Wipro, we believe that a supply chain program should consider the socio-economic realities in the
geographies where we operate. The supply chain sustainability charter should go beyond legal compliance
and take into consideration emergent debates and issues. Fundamentally, our supply chain program is
driven more by responsible engagement and commitment as informed by our values, rather than a
compliance mindset.
Policy & Guiding Principles
Our Code of Business Conduct which provides the ethical guidelines and expectations for conducting
business on behalf of Wipro also directs Wipro’s relationship with its suppliers and is applicable to all
suppliers, agents, service providers, channel partners, dealers, distributors and vendors (“Suppliers”). In
addition to the COBC, the Supplier Code of Conduct (SCOC) of Wipro further strengthens and augments the
COBC with respect to environmental and social aspects of business practices, expected of our supply
chain.
The SCOC covers key risks in the supply chain like forced or compulsory labor, prohibition on child labor,
equal employment opportunity and non-discrimination/ no harassment, minimum wages, environment,
health and safety, and compliance with anti-bribery laws. The code is aligned with the requirements of the
FCPA (Foreign Corrupt Practices Act) and the UK anti-bribery act. The document also gives an overview of
the process followed by Wipro so that it provides a ready reference template for its suppliers. The SCOC is
communicated to all suppliers and it is mandatory for suppliers to accept and sign it.
Wipro also has a procurement policy which acts as an internal decision-making guide related to
procurement. This policy details the procurement principles that the Global Procurement Group is
expected to adhere to as well as other aspects of procurement like supplier selection, supplier diversity
etcetera.

Our supply chain governance program is informed by four guiding principles:
• Understanding Socio-economic Context: We are mindful of the fact that while one may have ambitious
policies, commitments and codes of conduct in place, it must take into account the complex socio-
economic realities in which it has to be operationalized. For example, in developing economies, supplier
staff may not be aware of the nuances of human and labor rights. In certain cases, the practice may be
due to livelihood issues – for example, excessive working hours in some cases may be the norm to
secure additional income. Children in family owned or sole proprietorship could sometimes be
employed (or “helping”) in the business. Enforcement of unilateral actions in such cases, does not
change the practice on the ground but only diverts attention from the problem at hand
• Ability to Monitor, Influence and Control: The ‘secondary supply chain’ in many categories of
procurement extends across multiple branches/levels/tiers. Due to the factors mentioned in the first
principle, it would be naïve of us to claim compliance across all the tiers. In many cases, our visibility
is limited to the first one or two tiers. For supply chain entities not critical or strategic to us – where
suppliers are not a core part of our business or where spend does not contribute to either a reasonable
proportion of the suppliers’ revenue or the available market supply. Our ability to influence supplier
practices is that much more limited. Industry bodies and large government procurement programs have
a larger role in influencing change
• Regulatory Compliance: Given the spread of the supply chain across different geographies as well as
sectors, the compliance landscape can be quite complex. The impact of the supply chain on different
stakeholders is dependent on the nature of business and operational context. As a result, the
compliance requirements of one supplier category can vary from another. However, it is often found
compliance is not reflective of the ground reality. At Wipro, we try to uphold all the regulations and
wherever there is a conflict, our best efforts are to minimize any dissonance
• Integrating Best Practices in Supply Chain Engagement: Managing supply chain externalities is of key
interest to business due to the deepening of complexities in the supply chain and the resultant risks.
Customers and investors are looking at compliance levels and ethics of organizations as a key
differentiator in their decision process. Industry forums like Electronic Industry Citizenship Coalition,
Sedex, Ecovadis etcetera are working towards indirectly driving continuous change in ethical and
responsible business practices in global supply chains. Industry ratings such as Dow Jones
Sustainability Index and CDP are increasingly giving importance to the supply chain performance of
organizations. There are many emerging standards and frameworks dedicated to this cause. We intend
to adopt and integrate best practices from all these sources to drive sustainability in our supply chain.
Suppliers Engagement Approach
Our Supply Chain engagement has been a journey where sustainability has increasingly become central.
Our engagement approach is multi-pronged with the focus on improving the capabilities of suppliers in
managing their sustainability performance. Manpower service providers in civil, operations and support
services is a category identified as being significant in terms of social impacts. Similarly, suppliers who
provide utility products and services (electricity, water, waste management) and ICT equipment have large
environmental footprints and are therefore material to our strategy to reduce our environmental impact

A significant feature of our engagement is how we align our community or CSR (Corporate Social
Responsibility) programs with supplier engagement wherever it is possible. This can address some of the
fundamental issues at hand - our bridge program in education for children of migrant laborers for our new
infrastructure projects, urban water programs in cities where we operate and access to social benefits for
city municipal solid waste workers are some examples.
Programs & Process
Our supplier engagement program integrates a process of continuous evaluation, capacity building and risk
management. We expect these steps to encourage responsible behavior from our partners. Environment
and social aspects are important factors in our supplier engagement and Wipro supplier code of conduct
(SCOC) must be mandatorily singed by all suppliers at the time of onboarding.
We have identified material issues across main procurement categories – through desk-based study as
well as a few internal and external audits with a focus on human rights, labor practices and regulatory
compliance.
A dedicated vendor helpdesk handles supplier queries on payment issues, policy clarifications and
provides the initial contact for grievance redressal. Helpdesk had a two day SLA resolution percentage of
99.99% with respect to vendor queries in the reporting year The feedback from our vendors received
through this initiative helped us improve our processes and initiate new steps like automation of sharing
payment advices, periodical validation of vendor credentials in our database as well as self-service
payment status intranet link for internal stakeholders to update partners/vendors.
Ombuds Process: Our organization wide multi-lingual Ombuds process is available 24x7 (phone and
internet enabled) for our Suppliers and Contractors. Wipro’s Ombuds process allows and encourages any
affected stakeholder including suppliers and contractors to report breaches of the COBCE and any other
matter of integrity to the concerned Ombudsman. While a good proportion of Ombuds process cases are
anonymous, based on self-disclosure, we know that there were 21 complaints reported by suppliers during
the year.

Supplier Diversity Program for facilities management services at our campuses – A sensitization program
was conducted and expectations have been conveyed formally through our contracting process.
It is compulsory for all our vendors to acknowledge and accept the Wipro Supplier Code of Conduct (SCOC).
High Risk Vendors (HRV) identified based on geography, nature of service and engagements where they
interact with government on behalf of Wipro go through additional checks and balances during processing
for key words like government payments, miscellaneous expenses, commission, facilitation fee, gift,
reward, out of pocket expense, etc. All HRV vendors are required to submit an anti-bribery anti- corruption
questionnaire. We also have requirements of stricter negotiating threshold, clear break up of costs and
multiple quote regardless of the value.
Environmental Impacts: Based on natural capital valuation, in purchased goods and service category, we
identified most of the impacts are concentrated down the value chain of Wipro’s direct suppliers. Of the
total impact across tiers, tier 1 constitute 23%, tier 2 – 45% and rest is from tier 3 suppliers. We engage
with tier 1 suppliers in improving their sustainability performance so that they are able to cascade these
practices down their supply chain.
Green initiatives in ICT Hardware:
• Green Procurement: Wipro adopted the EPEAT standard from Green Electronic Council in 2016 for its
IT hardware procurement – across categories such as laptops, desktops, printers, mobiles and servers.
In 2019, we purchased more than 108,400+ EPEAT Gold and over 590 EPEAT Silver and Bronze category
products across desktops, laptops, displays, imaging equipment and mobiles. In tangible terms, our
procurement of EPEAT certified hardware translates into a saving of 25.9 million kWh of energy over
the lifetime of products.
• Enhancing Virtualization Platform: Till date we have migrated 6300 users from traditional physical
desktop to Virtual Desktop Infrastructure (VDI). This has led to reduction in energy consumption, easier
operations and cost saving.
• Asset Re-Utilization: Through proactive maintenance and upgrades, we have been able to reutilize 27%
of the assets post their scheduled end of life.
• Managed Print Services: This outcome-based model, where Wipro’s printing services are managed
through an independent third party helps generate higher operational efficiency through better
controls and analytics as well as reduced resource consumption (paper, toner) and planned asset
refresh. Consumables and printer issues are tracked remotely and managed by MPS vendor. During the
reporting year, we saved 3 million papers in printing and `2.3 million in cost due to duplex savings.

Partnering for Social Change
At Wipro, we think it is critical for business to engage with the social and ecological challenges that
humanity faces. We engage with communities on issues that matters most to them in a deep and
meaningful manner with long-term commitment; for that is the only way by which real change can happen
on the ground. Our social initiatives center on the following dimensions- Education, Community Care and
Ecology. The programs on ecology are covered in the ‘Ecological Sustainability’ section:
Education
Engaging in deep and meaningful systemic work in the area of school and college education
School education in India
School education outside India
Sustainability education
Technology education
Talent Next
Community Care
Engaging in proximate community in the areas
Primary Health Care
Environment
Disaster Rehabilitation
Ecology
Addressing environmental issues like energy, water, solid waste and biodiversity
Energy & Carbon
Waste
Water
Biodiversity
Partnering for Social Change 108 Wipro Sustainability Report FY2019-20

Our approach to social responsibility and sustainability rests on three important pillars:
• The Strategic: We choose domains and issues to engage with that are force multipliers for social
change and sustainable development. Social responsibility is as much about being a sustainable
organization as it is about external initiatives. Therefore, some of our areas of engagement lie at the
convergence of business goals and social purpose.
• The Systemic: Within the chosen domains, we choose to engage on systemic issues that require deep,
meaningful and challenging work. Given the nature of social change, this implies commitment over the
long term, typically for several decades because real, genuine change takes long to happen.
• The Deliberative: Our emphasis on depth and on long term commitment implies a deliberative approach
that precludes spreading ourselves thin or engaging in ‘cheque book philanthropy’. By implication, this
also means that we are wary of expanding and growing our social programs as ends in themselves.
SDG Mapping with Social Initiatives

Program Wipro Divisions SDGs
PRIMARY HEALTHCARE
Primary healthcare services for the

remote inaccessible villages of Nagaland
where availability of primary healthcare Wipro Cares SDG 3
services has been weak or inconsistence.
Healthcare programs in the remote tribal

district of Gadchiroli in Maharashtra.
Nagaland, Northeast India and Gadchiroli

in Maharashtra India.
Nagaland, Northeast India and Gadchiroli Wipro Cares SDG 3, SDG 2

in Maharashtra, India
EDUCATION
Inclusive education- Program for Wipro education SDG 1, SDG 4

disabled children in disadvantage
sections
16 projects across 6 states
Education for underprivileged children Wipro education SDG 1, SDG 4, SDG 8, SDG 10
22 projects in 8 states

Sustainability education Wipro earthian SDG 4, SDG 11
29 states and 3 UT’s in India
Develop capacity in civil society

organizations to work on issues of
education reform in a systematic manner Wipro education SDG 4, SDG 10
198 projects across 29 states

Encourage new/young start ups working Wipro education SDG 4, SDG 10
in school education
Wipro Science Education Fellowship
Programs (SEF)
Wipro education SDG 4, SDG 10
DISASTER REHABILITATION
6 programs across 4 states
(Kerala, Odisha, Uttarakhand and Tamil Wipro cares SDG 1, SDG 2
Nadu)
URBAN RESILIENCE
Urban waste management and welfare of
waste pickers-Organize waste workers,
i.e. waste pickers to enhance and Wipro cares SDG 10, SDG 11
upgrade their skills for innovation in
waste management services
Bangalore, India
Urban Water – Long term projects on
urban water in Bangalore and Pune, India Wipro eco-eye SDG 6, SDG 11
EMPLOYEE VOLUNTEERING
During 2019-20 +14000 Wipro employees
engaged with Wipro cares either through
volunteering or by the way of monetary Wipro cares SDG 17
contribution or both.
Working through partners and communities is at the core of SDG 17

all the programs
Social Program Expenditure

The Corporate Social Responsibility (CSR) Expenditure / CSR Spend as disclosed in the Director’s Report of
the Annual Report 2019-20 is Rs. 1,818 Mn. Refer to pages 94-96 of our Annual Report FY 2019-20 for
program wise information on spend.

Governance
Wipro Foundation is a public charitable trust created in 2017 to manage corporate citizenship and CSR
activities of Wipro. The foundation have a robust governance process led by a 5-member board of trustees
which reviews plans and progress against goals on a quarterly basis. Over the last 12 months, there has
been an intensive focus on improving and streamlining operational practices along with people and talent
development.
Our work with organizations is usually in the nature of programmatic support. They typically span a period
of three years and may be extended further, if needed. We work closely with our partners and review the
progress and participate in important decisions along with them during the lifecycle of the project.
However, our fundamental philosophy is to leave it to our partners to design and run their programs as they
deem appropriate since they know best.
Our Programs
Our key programs in Education
Our work in education covers a range of initiatives in school and higher education in India and overseas. The
common vision that ties this together is our belief that good education is the primary enabler of change
towards a better society.
Sustainability Education
Wipro earthian, our flagship program that brings together two of our key concerns, Education and
Sustainability, into a nation-wide initiative for schools and colleges continued to expand and progress on
multiple fronts in its ninth year. In the schools segment, Wipro earthian is now present in 29 states and 3
union territories across India. In the past couple years, we have consciously established and expanded our
outreach to the North-East in India and the Northern Himalayas, which is normally underserved on many
counts. While our strategy for schools is centered on broad awareness building through large scale
outreach, our engagement with colleges is more selective and aligned with the particular characteristics
of different disciplines and institutes.
Wipro earthian covers two phases – the Wipro earthian awards program and the Continuous Engagement
Program (CEP). The award program for schools engage students under three thematic areas – Water, Waste
and Biodiversity. Participating schools form teams and engage in an intensive 5 month activity based
learning program in their school and communities. The CEP provides unique learning experiences for
schools and colleges – through experiential workshops, internships, in-school learning material and co-
creation of faculty led pedagogy material, which further accelerates sustainability learning at an
institutional level.
Key Highlights of the Year
• A new theme on ‘Waste’ for the Wipro earthian school program launched
• A new theme on ‘Food and sustainability’ introduced for the 2019 program
• First - time workshops held in underserved areas like rural Meghalaya, Rann of Kutch, Panna and Leh
and Majuli Island increasing our geographic spread and reach
• Continued partnership with Xavier School of Sustainability and collaboration with other leading
institutes to develop sustainability pedagogy tools for faculty across various disciplines/subjects

• CEPT, Ahmedabad (Urban Planning case study development), IIM Ahmedabad (Sustainability
Business Case study development) and ICT, Mumbai (mapping sustainability to chemical
engineering curriculums)
• Wipro Sustainability Educator Program launched as a new initiative to support grassroots
environment educators across India with 11 educators selected from 10 NGO’s across India
• International Conference on Sustainability Education
• Wipro participated in the 1st International Conference on Sustainability Education in Delhi and
was part of 2 panels - ‘Reforming Education Systems for ESD’ and ‘Documenting Action Oriented
Programs in ESD’
• Wipro also hosted and moderated a standalone breakout discussion on sustainability and college
education
• Faculty Development Program on sustainability MOOC’s launched at IIMB for 39 faculty across India
focusing on simulating exercises on climate change and energy for participants
• 1 faculty-led research grant on the theme of ‘Business and Human Rights’ and 2 post doctoral
student sustainability fellowships IIM- Bengaluru
• Wipro sustainability internships completed by 22 students from 5 colleges with diverse
sustainability non-profit and consultancy organizations - BIOME, CSTEP, WRI, CDP, S3DIF,
CHINAR
• 6 sustainability quizzes at XUB, IIM-B, IIM Kozhikode, NIT Trichy, GIM Goa, TERI-SAS with
participation from 677 teams and 1354 participants.
• 1 Field Experiential workshop conducted at the Sunderbans attended by 9 teachers and students
from schools
• The 9th edition of the Wipro earthian awards were held on the 8th of Feb 2020 with over 280
attendees including winning teams, program partners, employees and media.
Wipro Sustainability Educator Program - Case Study
In a changing world of limited resources, schools play a vital role in preparing students to meet the
sustainability challenges of the future. Critical sustainability challenges such as climate change, resource
extraction and water scarcity are at the center stage of world attention. It is now well accepted that
sustainability issues cannot be adequately addressed without driving sustainability thinking and action
through the learning process. Schools can play a critical role both as a fountainhead of new ideas and as
an enabler of social and ecological change. This requires not only new content, but also engaging ways of
teaching that content. As we work towards achieving these goals, we need more Changemakers to
empower the school ecosystem who would be able to provide learning, training, and practical experience,
in both formal and non-formal settings, that fosters personal development, community involvement, and
action for change in our human and natural worlds. They would help teachers, students and institutions
develop an understanding of, and concern for, stewardship of their natural environment, and the
knowledge to contribute to ecologically sustainable development.
Launched in 2019, Wipro Sustainability Educator Program seeks to support grassroots sustainability/
environmental educators to work with schools and communities and to build awareness, skill sets and
engage with locally relevant environmental issues. As a part of this, participating organizations are
expected to build local networks as well as individual and organizational capacity in the general area of
sustainability education, sustainable development and community engagement on these issues. The idea
is to build a strong network of such individuals and organizations across the country committed to
sustainability in their local communities. Wipro Foundation envisions this to grow into one of the most
broad-based and effective sustainability educators’ networks in the country, which will be deeply engaged
in stewarding sustainability education in schools through engagement at scale.

Wipro and partnering-organizations jointly recruit a ‘Sustainability Educator’ who will become a member
of the partner-organization and work in a focused manner on improving the reach and quality of
sustainability-education in schools and communities of their village/district/state. Their primary
objectives will be:
• Facilitating teacher trainings/workshops on sustainability/environmental education at

state/district/cluster levels;
• Developing & anchoring sustainability teachers’/educators’ networks/forums in the region;
• Curating experiential learning programs around sustainability/environmental issues for students and
teachers;
• Creating spaces for sustainability education in schools and communities while
conducting/supporting activity based learning programs;
• Liaise and engage with local government and other relevant nodal bodies to build awareness and
capacities around sustainability education;
• Follow up and documentation of learning in the school ecosystem;
• Help deepen the understanding/expertise on sustainability education in their parent/host
organization by involving other team members, periodic sharing of their learning and experiences with
the larger team etc.
Capacity Building: Sustainability education is a niche but wide domain, that requires one to absorb multiple
perspectives, schools of thought, understanding of local contexts and key trends. Keeping this in mind, the
program is intended to be a platform for Wipro Sustainability Educators to undertake a journey of learning
and capacity building to strengthen this understanding. To this effect, Wipro Foundation has curated a
calendar of domain specific sessions/trainings that will focus on specific areas like facilitation and training
skills, enhancing domain knowledge, stakeholder engagement etc. It is expected that Wipro Sustainability
Educators will be active learners and contributors to this process.
Cohorts: Till date, two cohorts have been accepted into the program with a total of 13 partner organizations
representing the states of Himachal Pradesh, Madhya Pradesh, Bihar, Meghalaya, Arunachal Pradesh,
Maharashtra, Kerala, Gujarat, Uttarakhand and Assam. We have been able to directly work with more than
200 govt and private schools in these regions on the domains of Biodiversity, Waste and Water, as well as
engage with local communities on areas like citizen science, local biodiversity registers and learning from
nature.
Systemic Reforms in School Education
Since 2001 we have been working on issues of systemic reform in school education in India, through the
Wipro Applying Thought in Schools (WATIS) program. The strategy has two key elements; (i) to support the
development and strengthening of good organizations working in this space. The focus is on early to mid-
stage organizations, through grants as well as fellowships. The impact of this wide network of education
organizations has been in the areas of curriculum, text books, teacher capacity, and school leadership.
Since inception, our work has spanned 198 educational projects spanned through 132 organizations across
29 states. During FY 2020, we continued to build momentum of identifying and supporting new and young
start-ups in school education through a structured program of seeding fellowships. 24 Fellows from 13
organizations were added during the year taking the total number of ‘Fellows’ to about 97. (ii) The second
element of our strategy is to support organizations working in other developmental areas like livelihoods
or healthcare and encourage them to expand their work to school education. In addition, we continue to
identify and partner with good early to mid-stage organizations who are already working in education. Three
such organizations were supported through the grants program during the reporting period. In combination,

we hope this strategy will eventually help to build a bulwark of strong organizations across the country
which are deeply committed to change in school education.
As part of network building and advocacy of such issues, 4 regional meets were held for all our education
partners. These were all well-attended events with most partner organizations coming together in each of
the regions to deliberate and exchange thoughts and ideas on some of the most important issues in
education. Apart from this, a series of capacity building workshops on educational and organizational
themes conducted for partners, by resource organizations such as Azim Premji University, Jodo Gyan,
Vikramshila.
Geography - India Number of organizations with respect

to thematic areas
West 27
Social Sciences 7
South 14 Science & Maths 11
Co-curricular 13
East 22
School transformation 13
North 25 Primary Education 44
0 10 20 30 0 10 20 30 40 50
Key Highlights of the Year
• 16 new organizations have been supported in FY20. Cumulatively, 88 organizations supported towards
goal of 100 organizations by FY20 – 60 under Seeding program and 28 under Grants program
• 4 Education Partners’ Regional Meets organized successfully for partners and fellows across Wipro
Education programs
• A series of nine capacity building workshops on educational themes and one on organizational aspects
conducted for partners, by resource organizations such as Azim Premji University, Jodo Gyan,
Vikramshila, Disha and Bookworm.

Vigyan Mahotsav. Field visit by Wipro employees at partner organization.
Children with disabilities perform at an Students sharing rhymes in Bal Utsav.

event organized by Astha.
Unnati Institute for Social and Educational Change - Case Study
Unnati ISEC works for promotion of literacy and language development of the children in the tribal area,
where the language of the community is different from the official state language. The focus is on
development of the pedagogy from primary grades for literacy and language development, which includes
teaching learning methods, creating spaces and culture where children’s language and culture has a
dignified place in school processes, textbooks, story books and student-teacher interactions.
Unnati’s work of literacy and language development is based on the approach of Mother-tongue based
Multilingual Education (MTB-MLE) which uses child’s mother tongue for language development. Literacy is
looked as developing skills beyond listening, speaking, reading and writing (LSRW) like critical thinking.
Unnati is doing this work in Akola district of Maharashtra since last 4 years for Korku language of Korku
tribe. The aim is to guide and help the government and non-government agencies in its effort to provide
meaningful education to thousands of children from tribal and nomadic communities having different
language than Marathi.
Here are the outputs and outcomes of our work of developing pedagogy using the approach of MTB-MLE:
Three community centers set up as an experimental space to learn directly in 2 tribal villages namely,
Chichpani and Dhonda Akhar, Distt. Akola, Maharashtra. 60 children come to the centres studying in
classes 1 to 5. 4 para-teachers are trained by the organisation to conduct the classes in these
community learning centres.

Work with teachers includes Teacher trainings on Multilingual education and Library program:
• Training of over 10 teachers every month, 2 hours for 8 months. Developing understanding of
‘Language’, multilingualism, thought behind making an ‘akshar-gat’ (grouping of letters to be
taught), Marathi vrnamala vis a vis Korku vrnamala, Teaching learning strategies for language and
its skills, language games, preparing TLM, theory of multiple intelligence were the subjects of the
workshops
• In collaboration with the linguistics department of Mumbai University, Unnati offered a course
“Language in schools” in the University’s Kalina campus.
Creation of text material in Korku language featuring in it the tribal people’s culture and daily life events:
• Created picture books (Khushite Ithuba), booklet on Korku proverbs, local stories and festivals,
songs book of Korku people, practice workbooks for language etc
• Unnati ISEC has translated over 150 stories in Korku of various publishers, such as, National Book
Trust, Pratham and Jyotsna Prakashan - reputed publishers from Marathi. Of these, 100 are
available on “story weaver”, a global digital platform for children’s stories in many global languages
• Created 122 audio stories in Korku, a translation of 7 stories from Marathi language textbooks.
Moolgami Prakashan - a Pune based publication collaborated with Unnati for translation of children’s
stories in Korku language. The 6 storybooks are now available in the market.
Library programme for advanced learner children who have developed minimum reading skills in the earlier
classes of learning centre:
• 1300 books present in the library, out of which 910 are storybooks (670 Marathi books, 170 Korku
and 70 are Hindi books) for children from age group of 0-18 years. A small number of books of poems
/ songs are also there in the library. 69 children have regular and direct access to the library.
Simple Education Foundation - Case Study
Simple Education Foundation (SEF) was founded on the belief that every child deserves access to quality
education, regardless of their social and economic background. To solve the challenge of education
inequity, Simple Education Foundation mission is to transform teaching and learning practices inside
government schools. Their flagship programme, ‘Simple Schools’ is a whole-school transformation model,
designed to empower four key stakeholders in a school community - students, teachers, principals and
parents– to lead the process of transformation and bridge the learning gap in government schools. SEF
have partnered with South Delhi Municipal Corporation to run the Simple Schools programme in 4
government primary schools. SEF’s rural programme, ‘Paathshala’, involves direct engagement with
students, parents and teachers in 1 government secondary school in the tiny hamlet of Gularghati, Tehri
Garhwal district, Uttarakhand, to build pathways to quality education for the children of this remote village.
Here are the outputs and outcomes of our work - Simple Schools - Delhi:
• Partnership with South Delhi Municipal Corporation under the School Quality Enhancement Program
(SQEP) to work intensively with 4 Government Primary schools
• Reached out to 983 students, 39 educators and 795 families, through the intervention
• Engaged in a deep process of framing the student vision with school leaders and teachers
• Developed curricular and pedagogic tools and practices to support educators and students in bringing
the student vision alive
• Established regular, structured Parent Teacher Meetings (PTMs) and activated School Management
Committees to ensure parent participation in children’s learning and school governance processes.

Paathshala - Uttarakhand
• Partnership with Samagra Shiksha Abhiyan’ in the state of Uttarakhand to work closely with 1
Government Secondary School in rural Uttarakhand
• Close collaboration with educators to improve curricular materials and pedagogic practices within the
school, and create an enabling culture
• Immersive community engagements with parents and other community-level stakeholders to
strengthen support for children’s learning.
Wipro Science Education Fellowship Program in USA
Started in 2012, the Wipro Science Education Fellowship (SEF) is a two-year program designed to improve
individual teacher practice, foster teacher leadership opportunities and create a district corps of teacher
leaders supporting sustainable positive changes in science education. The program, funded entirely by
Wipro, consists of a rigorous selection process that identifies cohorts of experienced science teachers each
year from grades K-12 endorsed by the subject coordinators within local school districts. The entire
program has been developed at the Center of Science and Mathematics in Context (COSMIC) at UMass
Boston, led by Prof. Arthur Eisenkraft. It is designed as a two-year fellowship program. We now have 7
university partners - University of Massachusetts, Boston; Montclair State University, New Jersey; Mercy
College, New York; Stanford University, California; University of Missouri, Jefferson City; University of
South Florida, Tampa; University of North Texas, Dallas- working with 500 teachers across 35 school
districts in 7 states.
Wipro Science Education Fellowship Program in UK
We launched the Wipro Science Education Fellowship program in the UK in FY 2019 in partnership with
Kings College, London and Sheffield Hallam University. A three- year agreement was finalized with King’s
College London, to develop and offer UK’s first Master’s program in STEM education, targeted at in-service
teachers from ‘social- mobility cold-spots’. After a successful launch of UK’s first Masters in STEM
Education programme in Q2, Kings College London is receiving good response for the recruitment of Cohort
2, which will join in the next academic year. The first batch (which includes 15 in-service teachers on Wipro
Fellowship, as well as 2 international students) is progressing as per plan.
Sheffield Hallam University initiated the ‘Wipro Teacher Fellowship’ and ‘Wipro Teacher Mentor’ programs
to provide rigorous continuous professional development to STEM teachers working in government
designated ‘opportunity areas’, which by definition have a high proportion of failing-schools. SHU had
recruited 35 new STEM teachers and teacher mentors in Q2 of FY20, as part of Cohort 2; and their
professional development is progressing as per plan. Cohort 1 Fellows and Mentors will graduate from
Wipro Fellowship by end of current academic year – modalities of their continued engagement with SHU
and other incoming cohorts is under discussion.
Education for Underprivileged Children
Education is so critical that it is necessary to focus on multiple points of leverage. While systemic reforms
are an important area of work, we also have a large program that is designed for more direct impact on
underprivileged children. Run through Wipro Cares, the program reached out to close to 42,000 children
across eight states in FY 2020. The projects address a gamut of critical issues faced by disadvantaged
communities when it comes to school education – starting from enrolment in schools to nutrition for
children, counseling services for parents, remedial education, just to name a few. These children are from
some of the most vulnerable groups in our society – urban slums, HIV-affected families, migrant labor
families, street children.

Education for Children with Disability
We continue to strengthen our program which supports the educational and rehabilitative needs of children
with disabilities from underprivileged backgrounds through 16 projects across six states that works with
over 7,200 children. Going beyond just schooling, our approach tries to integrate enabling factors like
availability of nutrition, community support, specially trained teachers, assistive technology, access to
healthcare etc. Our work in this space covers multiple categories of disability and focuses on early
intervention and inclusive education.
Technology Education
People with the right skills and competencies form the bedrock of IT services organizations. The challenge
for the Indian IT industry has always been to respond fast enough to the ever rapidly changing dynamics of
the industry. The present times are no different, in fact even more so with the challenge of a bewilderingly
fast changing landscape of technology which is often summarized as Industry 4.0. We have always owned
this as our primary responsibility. In 1995, we started a program for science graduates that would enable
them to study for a post-graduate degree in engineering and technology, called the Wipro Academy of
Software Excellence (WASE) program, it helps Science graduates to study for a Master’s degree in Software
Engineering (M.Tech). Run in partnership with the Birla Institute of Technology & Science (BITS), Pilani,
India, this unique program blends rigorous academic exposure with practical professional learning at the
workplace. We launched yet another program with BITS Pilani, called Wipro Infrastructure Management
School (WIMS) to develop and nurture an exclusive talent in IT infrastructure business, keeping the Cloud
Computing as the technology theme. We run a similar program called Wipro Software Technology Academy
(WiSTA) in collaboration with Vellore Institute of Technology (VIT) for science graduates to offer some
specific courses like Data Scientists, VLSI and Embedded and Information Technology programs. Since its
inception in 1995, Wipro has supported and enabled more than 33,000 students to pursue their higher
education in Engineering with India’s Premier Engineering Institutions under the programs WASE, WiSTA
and WIMS initiatives. Over 22,840 students successfully completed their M.Tech degree in various IT
disciplines over the last two decades. During FY2020, the total number of new entrants into the work
integrated learning program was 2,697 while the aggregate strength across four years was about 9,000.
TalentNext
Our program TalentNext focus to improve the overall quality of engineering education in India. The program
has helped train about 300 Professors from 100 Engineering colleges on Digital Technologies with Project
Based Learning approach. The Academic Leaders such as Principals, Deans, Directors and Heads of the
Department (HoDs) of the institutes are invited to Wipro to go through a residential Digital Leadership
training program. We offer Digital Technology courses to the faculty members for 2 weeks on Industry
relevant skills and certify them. Such certified faculty are called Wipro Certified faculty (WCF). They in turn
leverage our course contents, platform, assignments, case studies and assessments to train their
6th semester students as part of the curriculum. The students trained by these faculty have to go through
a 250-hour self-directed learning and qualify the coding challenge to participate in Wipro’s campus
selection process. Till date we have trained 100 leaders and 25,000 students through this approach and
10% of the students have joined our organization. In FY20, we trained 49 faculty, 453 students joined our
organization and 757 are selected for FY21. We also offer NASSCOM’s FutureSkills in 20 Engineering
colleges in India where about 10,000 students of these colleges can avail free access to top 10 technologies
of the industry. About 100 Faculty members from these colleges are also provided the access. Both the
students and faculty who would complete the specific courses and clear the associated certificate
examination receive a joint certificate from Wipro and NASSCOM.

Community Care
Wipro has a presence in 50+ countries around the world with 180,000+ employees from 130+ nationalities.
We think it is crucial to engage with proximate communities wherever we have significant presence. This is
a reaffirmation of our belief that at its core, social responsibility and sustainability must transcend and
should not be restricted to India for a global company like ours. In the context of rural communities, seeing
the larger integrated picture is important when executing programs in individual domains. Issues of
healthcare, education, access to energy, water and sanitation and livelihoods are often closely inter-linked.
If executed well, the outcomes in individual domains can impact the larger canvas of community
development. For example, the work that we do for primary health care services in Nagaland, Karnataka,
Delhi and Maharashtra covered more than 1,22,000 people from extremely disadvantage communities.
A core principle of our CSR strategy is that we must engage meaningfully with disadvantaged communities
who are proximate to our facilities. Our work is channelled through Wipro Cares, a unique platform that is
based on the operating model of employee contributions which are matched by Wipro Limited 1:1. Our work
spans across following domains.
Primary Health Care
Access to primary health care is a key determinant of an individual’s future trajectory in life, including the
ability to engage in productive livelihoods and responsible citizenship. Wipro works with partners who
provide quality primary health care services to underserved communities covering more than 1,22,000
people belonging to extremely disadvantaged communities in Nagaland, West Bengal, Karnataka, Delhi and
Maharashtra. Our work in these states are mainly in the urban slums, and rural villages where health care
access has been weak or non-existent. Through our projects we address the issues related to maternal and
child health, adolescent health, nutrition, community hygiene and sanitation, preventive and curative care,
health education & counselling. Our operating approach is driven by the primary goals of building the
capacity of the local community in managing their health needs, of augmenting government infrastructure
and in training health workers to address the unique needs of the communities.
Disaster Rehabilitation
Natural disasters like earthquakes, floods and cyclonic storms are an unfortunate fact of life, especially in
a climatically and geologically diverse country like India. Whenever these happen, the disadvantaged
sections get affected the most as the already fragile basis of their livelihoods gets further disrupted.
Starting with the Gujarat earthquake in 2001, we have responded to several natural calamities wherein
Wipro’s employees have also risen to the occasion and played a sterling role. By design, we focus on the
more difficult challenge of long-term rehabilitation of the affected communities:
• In response to the Kerala floods in Aug 2018, as part of our rehabilitation program, we supported 8
dysfunctional craft-based livelihood centres, provided livelihood opportunities to 150 women and
trainings to more than 1800 women. A total of 150 flood affected fishermen community have been
supported with fishing equipment and gear along with setting up of more than 20 mollusc units in the
community.
• The extremely severe cyclonic storm Fani in the Bay of Bengal had landfall on Puri district in Odisha
coast in 2019, resulting in considerable damage in 4 districts including Puri. We provided fishing boats
to 70 marginal fishermen, fishing nets to around 80 marginal fishermen, along with livelihood training
to 10 women Self Help Groups (SHGs) of Bhoi community in Puri . The community was also supported
to become disaster resilient by building capacity of their existing DMC and by setting a new community-
based Task Force (TF) for disaster preparedness with provision of rescue equipment.

Community Ecology
Our project in agro-forestry in rural Tamil Nadu has helped nearly 100 farmers in effectively implementing
integrated farming by planting 40,000 trees in FY 2020. Also, more than 400 farmers were benefitted
through the training programmes and seedling distribution organized through this programme . Our project
in urban solid waste management at Bengaluru and Mysore provides social, nutritional and health security
to nearly 8500 workers in the informal sector of waste as well as comprehensive skills upgradation program
for such workers.
Highlights of the Year
• Through 9 projects, an aggregate of over 1,22,000 people are getting access to primary health care
• Restoring livelihood of 150 fishermen affected by floods in Kerala, through Disaster Rehabilitation
Project
• Community ecology project in rural Tamil Nadu helped aggregate 500 farmers in planting trees and
promoting agroforestry training to the farmers.
The Power of Engaged Employees
Employees are integral to many of our social programs in many ways. Providing them a platform to engage
develops a sense of citizenship and larger responsibility towards society. From our experience, employees
also see this as a workplace differentiator, The Wipro Cares trust is built on a model of employee
contribution that is matched by Wipro. Wipro employees are currently engaged with Wipro Cares either
through volunteering or by way of monetary contributions or both. Around 23,000 Wipro Employees
contributed monetarily during the FY 2020. During FY 2020, more than 14,000 employees from nearly 40
chapters in India collectively spent around 44,000 hours in voluntary engagement on a wide range of
community and environmental initiatives. One of our prime goals is to further increase the scale and scope
of employee engagement.
International Chapters
Our employees across the world are keen and enthusiastic participants in local community initiatives. In
2019, through Sprit of Wipro (SoW) Run, more than 13,000 Wipro employees from across the globe
contributed for their local charities. Beyond the SoW, in North America, First Book continues to be the
anchor community program. During the reporting year, more than 150 Wipro employees volunteered
hundreds of hours and distributed more than 13,000 books impacting more than 1,000 at- risk and rural
students throughout North America. Including First Book activities, Wipro employees volunteered more
than 1550 hours in the U.S. Beyond the US, Wipro Cares chapters in Philippines, UK, Europe, Asia-Pacific
and Japan have also been very active in engaging with local communities on a range of initiatives that
include disaster rehabilitation (i.e. Australia), biodiversity conservation (i.e. Spain), health care (i.e. Europe
& US), food drives (i.e. Brazil & US) and education for disadvantaged children, particularly children with
disabilities (i.e. Philippines). All programs remained consistent with the Wipro Cares Charter.

Our Response to COVID- 19 Pandemic - Case Study
Wipro Ltd. has committed Rs. 100 crore towards tackling the unprecedented health and humanitarian crisis
arising from the COVID-19 pandemic outbreak. Actions are being taken for a comprehensive on-the-ground
response in specific geographies, focused on immediate humanitarian aid, and, augmentation of
healthcare capacity, including containing and treating those affected by the COVID-19 outbreak:
• Humanitarian Support: Our focus is on the immediate provision of food, dry rations, water, basic
medicines and safety kits, etc. for the marginalized communities that are currently bearing the brunt
of loss of livelihoods and jobs
• Healthcare Support: Our focus is on augmenting the capacity of our healthcare system to respond
effectively at scale, with the urgency the situation demands. We are working with a network of partner
organizations on a whole range of interventions starting from the first line of defence like the supply
of sanitizers, masks and other essentials, to supporting the build-up of capacity in our health
systems - such as Personal Protection Equipment (PPEs), Testing Kits, Ventilators, Isolation Units
etc. In parallel, attempts’ we are also trying to ensure that primary healthcare services continue to be
available for the disadvantaged communities in the locations we operate in.
These responses are being carefully coordinated with relevant government institutions and will be
executed in an integrated manner by Wipro, Wipro Enterprises Ltd. and the Azim Premji Foundation.

Independent Assurance Statement
Scope and Approach
DNV GL Business Assurance India Private Limited has been commissioned by the management of Wipro
Limited (‘Wipro’ or ‘the Company’, Corporate Identity Number L32102KA1945PLC020800) to carry out an
independent assurance engagement on the non-financial - qualitative and quantitative information
(‘sustainability performance’) in its Annual Report 2019-20 (‘the Report’) in its print and online formats, and
references to the Company’s website, for the financial year ending 31st March 2020.
The sustainability performance is presented based on the materiality determination exercise carried out
by the Company covering Wipro’s Information Technology business operations in India and other
geolocations, and considering the key requirements of:
• The International Integrated Reporting Council’s (IIRC’s) <IR> Framework;

• The Global Reporting Initiative (GRI) Sustainability Reporting Standards 2016 (‘GRI Standards’);
• The principles of the National Voluntary Guidelines (NVG) and Securities and Exchange Board of
India’s (SEBI’s) requirements with respect to Business Responsibility Reporting (BRR) vide circular
No. CIR/CFD/DIL/8/2012 dated August 13, 2012.
We performed a limited level of assurance based on our assurance methodology VeriSustainTM1, which is
based on our professional experience, international assurance best practices including International
Standard on Assurance Engagements 3000 (ISAE 3000) Revised* and the GRI Principles for Defining Report
Content and Quality. Our assurance engagement was planned and carried out during June 2020 – July 2020.
Responsibilities of the Management of Wipro and of the Assurance Provider
The Management of Wipro has the sole responsibility for the preparation of the Report and are responsible
for all information disclosed in the Report as well as the processes for collecting, analysing and reporting
the information presented in both the printed and online versions of the Report. Wipro is also responsible
for the maintenance and integrity of its website. In performing this assurance work, our responsibility is to
the Management; however, this statement represents our independent opinion and is intended to inform
the outcome of the assurance to the stakeholders of the Company.
We provide a range of other services to Wipro, none of which in our opinion, constitute a conflict of interest
with this assurance work. Our assurance engagements are based on the assumption that the data and
information provided by the client to us as part of our review have been provided in good faith. We were not
involved in the preparation of any statements or data included in the Report except for this Assurance.
Statement. We expressly disclaim any liability or co-responsibility for any decision a person or an entity
may make based on this Assurance Statement.
Basis of our Opinion
We planned and performed our work to obtain the evidence considered necessary to provide a basis for our
assurance opinion, and as part of the assurance, a multi-disciplinary team of sustainability and assurance
specialists reviewed sustainability disclosures related to Wipro’s operations in India and other
geolocations.

We undertook the following activities:
• Review of Wipro’s approach to identification of key capitals, the processes of stakeholder engagement
and materiality determination, and its outcomes as brought out in this Report. We did not have any
direct engagement with external stakeholders;
• Interviews with selected senior managers responsible for management of sustainability issues and
review of selected evidence to support issues disclosed in the Report. We were free to choose
interviewees and interviewed those with overall responsibility to deliver the Company’s sustainability
objectives;
• Carried out remote assessments with management teams at Wipro’s Corporate Office at Sarjapura
Road, Bengaluru and sample locations of the Company: (i) Kolkata Development Centre (KDC); (ii) Pune
Development Centre-2 (PDC-2); (iii) Kodathi SEZ, Bengaluru (Kodathi-SEZ), and (iv) Coimbatore
Development Centre (CODC) to review processes and systems for preparing site level sustainability
data and implementation of sustainability strategy. We were free to choose sites for conducting
assessments;
• Review of the processes for gathering and consolidating the performance data related to the identified
GRI Topic-specific Standards;
• An independent review of Wipro’s reporting against its Business Responsibility Report for the year
2019-20 covering requirements under Section ‘a’ to ‘e’.
Due to the outbreak of the COVID-19 pandemic worldwide, and the nationwide lockdown imposed by the
Government of India, we carried out remote assessments with the various locations of Wipro as one-to-one
discussions and onsite location audits were not feasible. We did not come across limitations to the scope
of the agreed assurance engagement during our assurance process. The reported data on economic
performance, expenditure towards Corporate Social Responsibility (CSR) and other financial data are
based on audited financial statements issued by the Company’s statutory auditors which is subject to a
separate audit process. We were not involved in the review of financial information within the Annual
Report.
Opinion
On the basis of the verification undertaken, nothing has come to our attention to suggest that the Report
does not bring out the sustainability performance disclosures for the identified material topics and related
capitals ie. Financial, Intellectual, Human, Social and Relationship, and Natural (hereafter referred to as
‘Capitals’ ) and disclosure requirements as set out by SEBI for Business Responsibility Reporting through
the following GRI Standards:
• GRI 201: Economic Performance 2016 – 201-1, 201-2, 201-3, 201-4;

• GRI 204: Procurement Practices 2016 – 204-1;
• GRI 205: Anti-corruption 2016 – 205-1, 205-2, 205-3;
• GRI 205: Anti-competitive Behavior 2016 – 206-1;
• GRI 302: Energy 2016 – 302-1, 302-2, 302-3, 302-4;
• GRI 303: Water 2016 – 303-1, 303-2, 303-3;
• GRI 304: Biodiversity 2016 – 304-2;
• GRI 305: Emissions 2016 – 305-1, 305-2, 305-3*, 305-4, 305-4, 305-5, 305-6, 305-7;
• GRI 306: Effluents and Waste 2016 – 306-1, 306-2, 306-3;
• GRI 307: Environmental Compliance 2016 – 307-1;
• GRI 308: Supplier Environmental Assessment 2016 – 308-1, 308-2;

• GRI 401: Employment 2016 – 401-1, 401-2, 401-3;
• GRI 403: Occupational Health and Safety 2016 – 403-1, 403-2, 403-3;
• GRI 404: Training and Education 2016 – 404-2, 404-3;
• GRI 405: Diversity and Equal Opportunity 2016 – 405-1;
• GRI 406: Non-discrimination 2016 – 406-1;
• GRI 407: Freedom of Association and Collective Bargaining – 407-1;
• GRI 412: Human Rights Assessment 2016 – 412-1, 412-2, 412-3;
• GRI 413: Local Communities 2016 – 413-1, 413-2;
• GRI 414: Supplier Social Assessment 2016 – 414-1 ;
• GRI 418: Customer Privacy 2016 – 418-1;
• GRI 419: Socioeconomic Compliance 2016 – 419-1.
*Wipro reports on eight Scope 3 emission categories from the Greenhouse Gas Cororate Value Chain
Standard which it deems as applicable to the information technology business.
Observations
Without affecting our assurance opinion, we provide the following observations against the principles of
VeriSustain:
Materiality
The process of determining the issues that is most relevant to an organization and its stakeholders:
The Report brings out the process of materiality determination carried out by Wipro in 2018-19, which
included internal reviews of material topics based on mission, values, commitments, strategy and risks
and self-assessments based on sustainability reporting frameworks. Further, the process included
external benchmarking with peers and considered requirements of sustainability rating agencies,
applicable reporting frameworks and key concerns of identified stakeholders.
Nothing has come to our attention to suggest that the Report does not meet the requirements related to
the Principle of Materiality.
Stakeholder Inclusiveness
The participation of stakeholders in developing and achieving an accountable and strategic response to
Sustainability.
Wipro has ongoing formal and informal processes in place to identify and engage with significant
stakeholders across its value chain i. e., employees, customers, investors, suppliers, education system,
communities and civil societies, government and policy networks, and the ‘young citizen and future
generations’. The Report brings out the mode and frequency of engagement with each stakeholder group,
and key concerns raised which have been responded to through the Company’s strategies, policies and
management approach.
the Principle of Stakeholder Inclusiveness.

Responsiveness
The extent to which an organization responds to stakeholder issues:
The Report identifies and articulates the reasonable expectations and interests of stakeholders as part of
Wipro’s process for determination of material issues. The Company’s responses related to material matters
and stakeholder concerns are brought out across the Report through disclosures on policies, strategies,
management systems, governance mechanisms and value creation across identified Capitals.
the Principle of Responsiveness.
Reliability
The accuracy and comparability of information presented in the report, as well as the quality of underlying
data management systems:
The majority of data and information verified through our remote assessments with Wipro’s management
teams at the Corporate Office and sample locations were found to be fairly accurate and reliable. Some of
the data inaccuracies identified during the verification process were found to be attributable to
transcription, interpretation and aggregation errors and the errors were communicated for correction,
corrected and verified again.
the Principle of Reliability.
Completeness
How much of all the information that has been identified as material to the organization and its
stakeholders is reported?
Wipro has chosen the scope and boundary for its sustainability performance for 2019-20 based on its
chosen frameworks (GRI Standards, the Content Elements and disclosure requirements of <IR> and the
National Voluntary Guidelines) consisting of Economic, Environmental and Social performance for the
identified material topics covering its operations in India and locations overseas, and is as described in the
section ‘Scope of Reporting’ of this Report.
Nothing has come to our attention to suggest that the Report does not meet the Principle of Completeness
with respect to scope, boundary and time.
Neutrality
The extent to which a report provides a balanced account of an organization’s performance, delivered in a
neutral tone:
The disclosures within the Report present Wipro’s sustainability/ non-financial performance related to its
identified material topics and key issues and concerns in a neutral and balanced manner in terms of
content and presentation, while applying adequate consideration to not unduly influence stakeholders’
opinions made based on the reported data and information.
Nothing has come to our attention to suggest that the Report does not meet the Principle of Neutrality.

For DNV GL Business Assurance India Private Limited
Kiran Radhakrishnan Vadakepatth Nandkumar

Lead Verifier Assurance Reviewer
DNV GL Business Assurance India Private Limited, Head - Regional Sustainability Operations
India
DNV GL Business Assurance India Private
Limited, India.
24th July 2020, Bengaluru, India
DNV GL Business Assurance India (Private) Limited is part of DNV GL – Business Assurance, a global
provider of certification, verification, assessment and training services, helping customers to build
sustainable business performance. www.dnvgl.com.
Feedback and Communication

We welcome our readers' feedback, points of view and suggestions on Wipro's Sustainability Report 2019-
20 in particular and on our sustainability program in general, and look forward to hearing from you. It is your
honest feedback that will enable us to strengthen and improve our sustainability program. You may write
to us at any of the following contact points:
Name Contact Details

Wipro Sustainability Team [email protected]
Mr.P.S.Narayan Wipro Limited
Vice President & Head Sustainability Doddakanelli, Sarjapur Road, Bangalore - 560 035,
India
Tel: +91 080 25056766 Email:
[email protected]
Mr. Abhishek K. Jain Wipro Limited
Senior Manager - Investor Relations Senior Manager, Investor Relations
Wipro Limited 300 N. Patrick Blvd, Suite 150
Brookfield, WI USA 53045
Tel: +1 978 826 4700
[email protected]


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Wipro Sustainability Report 2019 20

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Table of Contents

Chairman’s Letter ..................................................................................................................3

Executive Summary ...............................................................................................................6

Sustainability Highlights .......................................................................................................11

Wipro & Sustainability - A Strategic Overview .....................................................................19

Ecological Sustainability ......................................................................................................66

Customer Stewardship ........................................................................................................75

Financial Stewardship and Investors ...................................................................................86

Supply Chain Sustainability .................................................................................................99

Partnering for Social Change.............................................................................................108

Chairman’s Letter 3 Wipro Sustainability Report FY2019-20

Executive Summary 6 Wipro Sustainability Report FY2019-20

Executive Summary 7 Wipro Sustainability Report FY2019-20

Executive Summary 8 Wipro Sustainability Report FY2019-20

Executive Summary 9 Wipro Sustainability Report FY2019-20

Sustainability Highlights 11 Wipro Sustainability Report FY2019-20

Scope and Boundary

Report Profile 17 Wipro Sustainability Report FY2019-20

Values, Vision, Policies

Be passionate Treat each person Be global and Unyielding integrity

Be passionate about We treat every We will be global in Integrity is our core

Wipro & Sustainability - A Strategic Overview 19 Wipro Sustainability Report FY2019-20

• Code of Business Conduct

Practices Revenue in FY 2019-20

Wipro & Sustainability - A Strategic Overview 20 Wipro Sustainability Report FY2019-20

Strategic Business Units Revenue in FY 2019-20

Key Organizational Metrics

600 571 574

300 262 260

200 172 166

Wipro & Sustainability - A Strategic Overview 21 Wipro Sustainability Report FY2019-20

Wipro & Sustainability - A Strategic Overview 22 Wipro Sustainability Report FY2019-20

Wipro Corporate Governance Guidelines can be viewed at:

Governance by Management Process

Wipro & Sustainability - A Strategic Overview 23 Wipro Sustainability Report FY2019-20

Information Technology Expertise or experience in information technology business, technology consulting

Diversity Diversity of thought, experience, knowledge, perspective, gender and culture

Wipro & Sustainability - A Strategic Overview 24 Wipro Sustainability Report FY2019-20

Mr. Rishad A. Premji

Mr. Azim H. Premji

Mr. William Arthur

Mrs. Ireena Vittal

Dr. Patrick J. Ennis

Mr. Patrick Dupuis

* These skills/competencies are broad-based, encompassing several areas of expertise/experience. Each

Board Nomination and Selection

Wipro & Sustainability - A Strategic Overview 25 Wipro Sustainability Report FY2019-20

Wipro & Sustainability - A Strategic Overview 26 Wipro Sustainability Report FY2019-20

Risk Management Framework

Governance Audit Committee Of

Wipro & Sustainability - A Strategic Overview 27 Wipro Sustainability Report FY2019-20

Wipro & Sustainability - A Strategic Overview 28 Wipro Sustainability Report FY2019-20

Major Risks Mitigation Plan

Risk of an COVID-19 outbreak Constant communication on building employee awareness,

Wipro & Sustainability - A Strategic Overview 29 Wipro Sustainability Report FY2019-20

Business Continuity risks arising Effective implementation of Business Continuity Management

Wipro & Sustainability - A Strategic Overview 30 Wipro Sustainability Report FY2019-20

Climate Change Risk Assessment - Case Study

Wipro & Sustainability - A Strategic Overview 31 Wipro Sustainability Report FY2019-20

Compliance Management Framework