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CHAPTER - I : PARTICULARS OF ORGANIZATION, FUNCTIONS AND DUTIES

  • About MDL:

    • Mazagon Dock Shipbuilders Limited, Mumbai, an ISO 9001: 2015 Company is one of the leading Defence Public Sector Undertaking shipyard under the Ministry of Defence. The History of Mazagon Dock dates back to 1774, when a small dry dock was constructed in Mazagon. Over the years, MDL has earned a reputation for quality work and established a tradition of skilled and resourceful service to the shipping world in general and the Indian Navy & Coast Guard. It was incorporated as a Private Limited Company in 1934. After its takeover by the Government in 1960, Mazagon Dock grew rapidly to become the premier war-shipbuilding yard in India, producing warships for the Navy and offshore structures for the Bombay High. It has grown from a single unit, small ship repair company, into a multi-unit and multi-product company, with significant rise in production, use of modern technology and sophistication of products.

  • Functions of the organization:

    • Over the years, MDL has demonstrated outstanding commitment to build technologically complex and most advanced state of art Warships and Submarines to the highest standards of quality. The company has built and delivered to the Indian Navy 6 Leander Class Frigates, 3 Godavari Class Frigates, 1 Cadet Training Ship, 3 Missile Corvettes, 4 Missile Boats, 5 Destroyers, 3 Submarines and 3 Shivalik Class Frigates & 2 Kolkata Class Destroyers. In addition, 7 Offshore Patrol Vessels had been constructed and delivered to Coast Guard. Besides, MDL had also delivered Cargo Ships, Passenger Ships, Supply Vessels, Multipurpose Support Vessel, Water Tankers, Tugs, Dredgers, Fishing Trawlers, Barges & Border Out Posts for various customers in India as well as abroad.

  • Address

    • Mazagon Dock Shipbuilders Limited, Dockyard Road, Mumbai 40010

  • Details of Head of Organization

    • Name: Capt. Jagmohan, Chairman & Managing Director
    Contact No.: +91 22 23739069 / 23762005
    Fax No.: +91 22 23725043

  • Vision

    • MDL shall strive to be a progressive and profitable shipyard building World Class Warships and Submarines using State-of-the-Art Technology.

  • Mission

    • To deliver quality ships in time within budgeted costs and be a World leader in Warship building.

  • Objectives
    1. To achieve 20% Post Tax return on equity in line with DPE’s guidelines with improved order position and profitability.
    2. To progressively reduce overhead expenditure and operational costs.
    3. To attain technological leadership in warship and submarines construction through in house R&D activities and partnership with academic institutions.
    4. To enhance the productivity level through improved internal processes through benchmarking and innovative practices.
    5. To take initiatives for growth by undertaking capacity augmentation, technological up-gradation and modernisation of facilities.
    6. Upgrade capabilities of employees as per HRM guidelines issued by DPE.
    7. To maintain consistent quality and retain ISO 9001-2008 Certification of Quality Systems and to maintain high degree of Customer Satisfaction.
    8. To undertake Corporate Social Responsibility and Sustainability projects as per guidelines.
    9. To enhance indigenisation process in line with ‘Make in India’ policy.
    10. To adhere project time lines to deliver quality ships and submarines in time.

  • Board of Directors

    • The Board of Directors comprises the Chairman & Managing Director, Internal Directors and Govt appointed Directors.



    Refer Profile of Senior Management of MDL

  • The functions and duties of the Internal Directors are as follows: -
    1. Director (Operations):

      2. The Director (Operations) have end-to-end responsibility for execution across shipbuilding, submarines, offshore and commercial projects. Departments under this portfolio will include Production, Production Planning & Control, Quality Assurance, Repair & Refit, and Project Outsourcing. The Repair & Refit department will additionally be responsible for business development and order acquisition in the ship repair segment.

    2. Director (Technical):

      3. The Director (Technical) provides centralised leadership for Design, Engineering, R&D and Indigenisation, along with yard infrastructure, machinery and utilities. This function will anchor capability development, new product lines, and innovation.

    3. Director (Corporate Planning & Personnel):

      4. The Director (Corporate Planning & Personnel) oversees Human Resources, Corporate Planning, Technical Services, Administration, and Business Development & Contracts. This function will lead change management and strategic growth initiatives. The Business Development & Contracts department under DCP&P will also undertake BD activities for Additional Projects (East Yard), while execution of such projects will be carried out under Director (Operations) through Production or PP&C, as appropriate.

    4. Director (Finance):

      5. Director (Finance) oversee financial planning, accounting, cost control and fiscal oversight across all functions, including IT. All Project Finance (PE Finance) executives deployed across projects will now function under Director (Finance).

  • The reporting hierarchy in the Organization Structure is as below: -
  • The organisation structure at the ED/GM level under the respective Functional Directors is as follows:

    • Refer Management details and Last 5 years Annual Reports

CHAPTER – II : THE POWERS & DUTIES OF ITS OFFICERS AND EMPLOYEES

    The Board of Directors has delegated Powers and the same have been promulgated vide Circular No. SEC/DOP/901 dated 31.7.2003.

    The Company discharges its functions in accordance with the directives of the Board of Directors, the Presidential directives issued under the Articles of Association of the company, Guidelines issued by the Central Vigilance Commission, Directives issued by the Ministry of Defence, Quality and Procedure Manuals.

    Officers are required to discharge their powers as per the notified Delegation of Powers. As in other organization, in MDL also, the broad objective of the organization are translated into various functions / activities, which are mandated to the Board of Directors to achieve the same within a specified period. The targets are set by the Board to achieve the broad objective of the organization, which are subsequently translated into the various business plans viz. Long, Short & Mid-term plans. The executive directors of the Board i.e. CMD & other Functional Directors are mandated to achieve these targets as outlined in the business plans. These are further cascaded down to the lowest rank of the employees. By virtue of various directives, instructions, orders in respect of executives, the roles & responsibilities i.e. duties of each executive is identified. These are further identified as Key Performance Areas (KPAs) with various measurement / indicators to achieve the same on periodic basis. These roles and responsibilities are fixed under a mechanism, which is known as Performance Management System (PMS). In respect of Non-Executives, though there is no formal mechanism like that of Executives, however, the daily / weekly target is fixed by the shop floor Engineers / Executives. Each Executive is supposed to achieve the identified targets mutually fixed between the concerned executives, superiors and its HoDs.

    The broad duties which executives are required to perform are as under:

    1. Technical Duties:

      2. Technical duties include Planning, Designing, Procurement, Production, Maintenance, Safety etc. All these activities are carried out on Project basis.

    2. Financial Duties:

      3. These include Budgetary Estimations, Fund Management, Procurement, Payment, Accounts Audit etc.

    3. HR Duties:

      4. HR function includes Manpower Planning, Recruitment, Promotions, Performance Management, Policy Formulation, Training & Development, Establishment matters, Statutory Compliance, Industrial Canteen, Employee Welfare etc.

    4. Administration Duties:

      5. These duties include Security, Fire Safety, Transportation & Ticketing, Estate & Guest House, Corporate Social Responsibility etc.

    5. Medical Duties:

      6. Medical functions include Hospitalisation, Outdoor Medical, Primary Health Check-ups & Medications etc.

    6. Legal Duties:

      7. Legal duties include cases pertaining to Company Law, Labour Law, Civil Law & Criminal Law.

    7. ISO Manuals:

      8. Quality & Procedural norms are strictly followed as per ISO Manuals & every year, External Govt. approved auditors carry out audits of all depts & issue ISO Quality certificate.

Name & Designation of Executives with details are available on MDL’s website. Refer Who's Who Details

CHAPTER – III : THE PROCEDURE FOLLOWED IN THE DECISION MAKING PROCESS, INCLUDING CHANNELS OF SUPERVISION AND ACCOUNTABILITY

  1. 3.1 Overview of the Decision-Making Process

    2. The Board of Directors has delegated Powers and the same have been promulgated vide Circular No. SEC/DOP/901 dated 31.7.2003. The Company discharges its functions in accordance with the directives of the Board of Directors, the Presidential directives issued under the Articles of Association of the company, Guidelines issued by the Central Vigilance Commission, Directives issued by the Ministry of Defence, Quality and Procedure Manuals.

    Decisions within MDL are processed through a clearly defined hierarchical structure to ensure compliance with corporate governance, statutory norms, and defense procurement guidelines. The process initiates at the operational/executing levels (executives and Heads of Departments) and moves upwards through Executive Directors (EDs) / General Managers (GMs) to the Functional Directors, and ultimately to the Chairman & Managing Director (CMD) or the Board of Directors, depending on the Delegation of Powers (DoP).

  2. 3.2 Channels of Supervision and Operational Hierarchy

    3. Decisions are routed through formalized channels of supervision organized under four core functional directorates. The streamlined supervisory framework operates as follows:

    1. Directorate of Operations

      2. Headed by the Director (Operations), this vertical has end-to-end responsibility for the execution of shipbuilding, submarines, offshore, and commercial projects.

      Supervisory Channels: Matters related to project execution, manufacturing, planning, scheduling, and delivery flow from the executing officers through the respective Heads of Departments (HoDs) to the Director (Operations).

      Key Execution Units under Supervision:

      1. Production (led by ED (Production) / GM (Production))
      2. Production Planning & Control (led by ED (PP&C))
      3. Quality Assurance (led by GM (QA))
      4. Repair & Refit (led by GM (R&R))
      5. Project Outsourcing (led by GM (OTS))
    2. Directorate of Technical

      3. Headed by the Director (Technical), this vertical provides centralized leadership for engineering capability, technological innovation, and infrastructural support.

      Supervisory Channels: Decisions concerning design competence, indigenous technology, yard infrastructure, and materials management are supervised through centralized technical heads reporting to the Director (Technical).

      Key Units under Supervision:

      1. Design (led by GM (Design))
      2. Maintenance (led by GM (Maintenance))
      3. Indigenisation and R&D (led by GM (Indigenisation))
      4. Non-project Commercial & Outsourcing and Stores (led by GM (Material))
      5. Project Commercial (led by GM (Commercial))
    3. Directorate of Corporate Planning & Personnel (CP&P)

      4. Headed by the Director (CP&P), this vertical leads strategic growth, change management, and corporate administration.

      Supervisory Channels: Administrative, human resource policy, contractual bidding, and infrastructure management decisions follow a direct channel from departmental heads to the Director (CP&P).

      Key Units under Supervision:

      1. Human Resources (led by ED (HR) / GM (HR))
      2. Business Development & Contracts (led by GM (BD&C))
      3. Technical Services (led by GM (TS))
      4. Corporate Planning (led by GM (CP))
      5. Administration (led by HoD (Admin))
    4. Directorate of Finance

      5. Headed by the Director (Finance), this vertical manages financial planning, accounting, fiscal oversight, and digital infrastructure.

      Supervisory Channels: Financial decisions, cost controls, and IT infrastructure approvals are governed under this directorate. Notably, all Project Finance (PE Finance) executives deployed across various projects report through a centralized financial channel directly under the Director (Finance) to ensure independent fiscal control.

      Key Units under Supervision: Financial Accounting, Cost Control, Project Finance, and Centralised IT (led by HoD (CIT)).

  3. 3.3 Accountability Framework

    4. Accountability at MDL is explicitly designated to ensure systemic checks and balances, operational safety, and financial integrity:

    1. Functional Accountability: Individual Functional Directors are strictly accountable for the performance, delivery, and governance of their respective verticals to the Board of Directors and the Ministry of Defence.
    2. Statutory and Safety Accountability: To align with statutory regulations, the Executive Director (Production) is designated as the sole Factory Occupier for MDL. The Safety Department functions directly under ED (Production), supported by four distinct Factory Managers who bear direct operational accountability for safety compliance across each of MDL’s premises.
    3. Cross-Functional Alignment and Controls: Strategic alignment and systemic changes—such as revisions to SAP (ERP) approval workflows, cost center structures, organizational hierarchy, and the Delegation of Powers (DoP)—are collectively supervised by the Director (CP&P) in close coordination with the Director (Finance) and Director (Operations) to maintain continuous financial and operational control.
  4. 3.4 Governance and Systems Integration

    5. All formal decisions are processed digitally and physically in adherence to revised manuals and guidelines. Every decision-making tier utilizes the following control mechanisms:

    Delegation of Powers (DoP):Outlines the specific financial and administrative limits for every level of management.

    SAP (ERP) Approval Workflows:Operational continuity and reporting integrity are maintained through predefined, systemic approval loops embedded within the ERP architecture, ensuring that no decision bypasses the authorized channel of supervision.

    The organisation structure at the ED/GM level under the respective Functional Directors is as follows:

    More details are available on MDL’s website. (Refer Who's Who Details

CHAPTER – IV : THE NORMS SET BY IT FOR THE DISCHARGE OF ITS FUNCTIONS

    Departments & Sections discharge their functions as per their respective policies & procedures, which are in the form of Manuals. A list of manuals, procedures and codes are listed below:

    Refer the link to access Policies and Process of Redress of Grievance (Format: PDF, Language: English, Size: 174 KB)

CHAPTER – V : THE RULES, REGULATIONS, INSTRUCTIONS, MANUALS AND RECORDS, HELD BY IT OR UNDER ITS CONTROL OR USED BY ITS EMPLOYEES FOR DISCHARGING ITS FUNCTIONS

    Departments & Sections discharge their functions as per their respective policies & procedures, which are in the form of Manuals such as Finance & Accounts Manual, HR-Executives Manual, Purchase Manual, Project Implementation Manual, Preventive Vigilance Manual, Safety Manual, Security Manual etc. The detailed list of Manuals being followed by all the Departments is available at “Procedures & Manuals” under the Head “Procedure” on MDL Intranet Portal.

CHAPTER – VI : CATEGORY OF DOCUMENTS THAT ARE HELD BY THE CORPORATION OR UNDER ITS CONTROL

    Records being maintained by MDL are categorized as follows:

    Further, files are being maintained by the Company under the categories as follows:

    1. Category A: Records which are considered as “VITAL” & “IMPORTANT” will be included in this category.
    2. Category B: Most records which are considered “USEFUL” will be included in this category.
    3. Category C: Some of the records which are considered “USEFUL” are included in this category.

CHAPTER – VII : A STATEMENT OF THE BOARDS, COUNCILS, COMMITTEES AND OTHER BODIES CONSISTING OF TWO OR MORE PERSONS CONSTITUTED AS ITS PART OR FOR THE PURPOSE OF ITS ADVICE, AND AS TO WHETHER MEETINGS OF THOSE BOARDS COUNCILS, COMMITTEES AND OTHER BODIES ARE OPEN TO THE PUBLIC, OR THE MINUTES OF SUCH MEETINGS ARE ACCESSIBLE FOR PUBLIC

    Meetings of the Board, Committees and other Bodies are not open to the Public, or the minutes of such meeting are not made accessible for public as the nature of business of MDL is that of a Strategic Defence Establishment.

    Rules, Regulations and procedures have been laid down in various areas in order to observe transparency in decision making and the rules are updated from time to time. MDL has implemented ERP system and with further use of IT the transparency has gone up.

    MDL has laid down accountability at all levels by laying down the performance parameters and is integrated to the level of officers. Performance is reviewed at appropriate level in the Ministry, Board of Directors, Sub Committees of the Board, CMD and Directors. Individual executive’s performance is also evaluated which is based on targets.

    The Board and its Committees guide, support and complement the Management team, which in turn assumes accountability and endeavours to achieve the set objectives and enhancing stakeholder Value, which are as under:

    • Board of Directors
    • Sub-Committees of Board of Directors
      • ➢ Audit Committee
      • ➢ Procurement Sub-committee
      • ➢ Nomination and Remuneration Committee
      • ➢ Investment Committee
      • ➢ Committee on Corporate Social Responsibility and Sustainable Development
      • ➢ Stakeholders Relationship Committee
      • ➢ IPO committee

    The Board of Directors evaluate the performance of the management regularly in the Board Meetings.

    Committees of the Board: The Board of Directors has constituted the Sub-committees with specific terms of reference. The proceedings of the meetings of the Committees are reported to the Board of Directors.

    For more details of Board and its Committees regarding composition, term, powers & functions etc. Refer to the Directors Report (Format: PDF, Language: English, Size: 7.8 MB)

    The details of the Standing Committees re-constituted on 10 Jun 2025(Format: PDF, Language: English, Size: 196 KB)

CHAPTER – VIII : A DIRECTORY OF ITS OFFICERS AND EMPLOYEES

  • Directory of Key Officials of Mazagon Dock Shipbuilders Limited, Mumbai :

    • Directory of Key Officials of Mazagon Dock Shipbuilders Limited, Mumbai

CHAPTER – IX : THE MONTHLY REMUNERATION RECEIVED BY EACH OF ITS OFFICERS AND EMPLOYEES, INCLUDING THE SYSTEM OF COMPENSATION AS PROVIDED IN ITS REGULATIONS

    The remuneration payable to Executives of the Company is governed by the Guidelines issued by the Department of Public Enterprises (DPE), Government of India.

    The monthly remuneration received by each of its officers and employees, including the system of compensation as provided in its regulations: The pay scales for “Executives” are as follows:

    The pay scales for “Non-Executives” are as follows:

    Note: In addition to Basic Pay payable as per the Scales of Pay indicated above, employees are eligible for payment of Dearness Allowance; accommodation in Company; payment of House Rent allowance; other Allowances/Benefit; Performance Related Pay/ Productivity Incentives; Leave, Free Medical Facilities for self and dependent family members; Canteen Facilities; Superannuation Benefits; other welfare facilities; etc. as per Company’s Rules.

CHAPTER – X : NAME DESIGNATION AND OTHER PARTICULARS OF PUBLIC INFORMATION OFFICERS

    The information related to First Appellate Authority, PIO & APIO for Mazagon Dock Shipbuilders Limited is given below:

    Remittance for Fee: Application fee of ₹10/- by way of Demand Draft/Bankers Cheque/IPO drawn in favour of Mazagon Dock Shipbuilders Limited payable at Mumbai.

CHAPTER – XI : DISCIPLINARY ACTION PROPOSED / TAKEN (SECTION 4(2))

    The number of employees against whom disciplinary action has been proposed and pending is as below:

    • Non- Executives
    • Executives

      • * 02 Minor penalty proceedings were finalised in the year 2026. 01 is pending.

      ^ 07 Major penalty proceedings were finalised in the year 2026 which was exonerated from all the charges levelled against the executives.

CHAPTER - XII : PROGRAMMES TO ADVANCE UNDERSTANDING OF RTI

    The Public Information Officer attended training by India Institute of Secretariat Training & Development for CPIOs and Appellate Authorities on The Right to Information Act, 2005 – Strategies for Implementation, Case Studies, Judicial Pronouncements, and Record Management Enhancement, at Goa.

    Also, MDL conducts in house RTI awareness program as part of Preventive Vigilance Training, every quarter. In the year 2024-25, total 145 and in the year 2025-26 total 322 employees which includes Executives, Non-Executives, ATS students, CISF, Security etc. Also, the PIO and FAA have attended many seminars, conferences on RTI related topics.

CHAPTER – XIII : TRANSFER POLICY AND TRANSFER ORDERS

    Transfers / Job Rotations are effected in the Company from time to time based on Organizational requirements.
    Refer the below links -
    The Transfer Policy document (Format: PDF, Language: English, Size: 102 KB)
    Transfer Orders (Format: PDF, Language: English, Size: 285 KB)

CHAPTER - XIV: BUDGET AND PROGRAMME

    1. Budget allocation and expenditure

      2. Budget Allocated to each agency including all plans, proposed expenditure and reports on disbursements made etc.

    MDL’s Annual Reports are available on MDL’s website. Refer MDL’s Annual Reports for the last five years with below indicated links:

    1. FY 2024-25 (Format: PDF, Language: English, Size: 7.8 MB)
    2. FY 2023-24 (Format: PDF, Language: English, Size: 16.3 MB)
    3. FY 2022-23 (Format: PDF, Language: English, Size: 22.3 MB)
    4. FY 2021-22 (Format: PDF, Language: English, Size: 3.7 MB)
    5. FY 2020-21 (Format: PDF, Language: English, Size: 6.4 MB)

CHAPTER – XV : FOREIGN AND DOMESTIC TOURS

    1. a. Budget
    2. b. Details of the Foreign Tours by officials of the rank of Joint Secretary (Directors) to the Government and above, as well as the heads of the Department:

      3. The Details of MDL’s Director and Officials are as under: -

    3. c. Details of the Domestic Tours by officials of the rank of Joint Secretary to the Government and above, as well as the heads of the Department:

      4. The Details of MDL’s Director and Officials are as under: -

    4. d. Information related to procurements

      5. MDL have hired the Travel Agency for providing the services for Air Travel Tickets and Associated Facilities. After due commercial procedure contract awarded to M/s Sharp Travels India Limited. (PO No. 3110009222).

      The details are available on MDL website. The detailed tender documents can be viewed/down-loaded from our website www.mazagondock.in → Tenders → Project Outsourcing → Tender Notifications and on our e-procurement portal.

CHAPTER – XVI : CAG & PAC Paras

    CAG and PAC paras and the action taken reports (ATRs) after these have been laid on the table of both houses of the parliament.

CHAPTER – XVII : THE PARTICULARS OF ANY ARRANGEMENT THAT EXISTS FOR CONSULTATION WITH OR REPRESENTATION BY, THE MEMBERS OF THE PUBLIC IN RELATION TO THE FORMULATION OF ITS POLICY OR IMPLEMENTATION THEREOF

    The particulars of any arrangement that exists for consultation with or representation by, the members of the public in relation to the formulation of its policy or implementation thereof. MDL is a Public Sector Company under the Ministry of Defence, Department of Defence Production and policies formulated by it relate to its internal management. Hence, there is no arrangement for consultation with the members of the public in relation to the formulation of its policy or implementation thereof. All policies are formulated in compliance with the provisions of all applicable statutes, rules, regulations, etc.

    The Company has a Public Grievance Cell to deal with Public/Staff Grievances. Refer - Public Grievance Link available on MDL Website.

CHAPTER – XVIII : FORM OF ACCESSIBILITY OF INFORMATION MANUAL/HANDBOOK

    The particulars of facilities available to citizens for obtaining information, including the working hours of a library or reading room, if maintained for public use [Section 4 (1) (b) (xv)]

    MDL has made available the Information Manual / Handbook in English, Hindi & Marathi language. The Information Manual/Handbook is regularly updated. It was last updated on 30.05.2025. The Information Manual / Handbook is located for general public at the RTI Help Desk at the reception of MDL near the entry gate. The details can be accessed during the working hours between 9:00 am to 5:30 pm. The details of contact persons viz. PIO/APIO is mentioned at the help desk. The Citizens can obtain information by submitting application in Hindi, English or Marathi by hand at RTI Help Desk of MDL / By Post to the PIO of MDL / RTI Online Portal.

    Also, the information about the Company is available in public domain at website www.mazagondock.in. If required information not available on website, any citizen of India may make an application in writing or through electronic means along with the application fees as prescribed under RTI Act, 2005 to the Public Information Officer for obtaining the required information. The information shall be provided in compliance with the provisions of RTI Act, 2005. MDL does not maintain any library/reading room for public use.

    Contact Person – Mr. R P Negi

    Contact Details – 022 23762014, rticell[at]mazdock[dot]com

  1. List of material available free of cost on MDL’s website
  2. List of material available at a reasonable cost

    3. On an application in writing or through electronic means along with the application fees as prescribed under RTI Act, 2005 to the Public Information Officer for obtaining the required information. The information shall be provided in compliance with the provisions of RTI Act, 2005

CHAPTER - XIX: RECEIPT AND DISPOSAL OF RTI APPLICATIONS AND APPEALS

CHAPTER - XX : SUCH OTHER INFORMATION AS MAY BE PRESCRIBED

MISCELLANEOUS

  • THE MANNER OF EXECUTION OF SUBSIDY PROGRAMMERS, INCLUDING THE AMOUNTS ALLOCATED AND THE DETAILS OF BENEFICIARIES OF SUCH PROGRAMS [SECTION (4)(I)(B)(XII)]:

    • Mazagon Dock Shipbuilders Limited does not have any subsidy scheme/programme for the public. However, Mazagon Dock Shipbuilders Limited undertakes Corporate Social Responsibility (CSR) activities and the details of the same are available on Annual Reports of the Company on MDL Website.

    For further details refer - MDL’s Corporate Social Responsibility

  • DISCRETIONARY AND NON-DISCRETIONARY GRANTS :

    • Mazagon Dock Shipbuilders Limited do not give any discretionary or non – discretionary grants. However, Mazagon Dock Shipbuilders Limited undertakes Corporate Social Responsibility (CSR) activities and the details of the same are available on Annual Reports of the Company on MDL Website.

    For further details refer - MDL’s Corporate Social Responsibility

  • PARTICULARS OF RECIPIENTS OF CONCESSIONS, PERMITS OR AUTHORISATIONS GRANTED BY MDL :

    • Since, no subsidy is given to general public in carrying out its business activities as stated earlier there is no recipients of concessions, permits or authorisations. However, the details of CSR activities undertaken by MDL are available on Annual Reports of the Company on MDL Website.

    For further details refer - MDL’s Corporate Social Responsibility

Page last updated date: 30/04/2025 15:04 Hrs
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