DIRECTORS' REPORT

Financial Year (FY) 2025-26 marked a period of strategic transformation for Coal India Limited. While continuing to fulfil its critical role in ensuring India's energy security, the Company accelerated its transition toward becoming a diversified natural resources and energy enterprise.

The year witnessed significant milestones including successful public listings of subsidiary companies, expansion into critical minerals, advancement of coal gasification projects, strengthening of renewable energy initiatives, and continued investment in evacuation infrastructure.

Despite market headwinds and moderation in coal demand growth, the Company maintained robust operational performance, generated strong cash flows, and continued its track record of delivering superior shareholder returns through consistent dividend distribution. Coal India remains committed to balancing three strategic priorities: energy security, sustainable growth, and long-term value creation for stakeholders.

1. KEY STRATEGIC ACHIEVEMENTS - STATE OF COMPANY'S AFFAIRS - FY 2025-26

A.    Corporate and Capital Market Milestones

•    Initial Public Offer (IPO) of BCCL: Successfully

completed the Offer for Sale (OFS) of Bharat Coking Coal Limited (BCCL) comprising 465.7 million equity shares at an issue price of H 23 per share. The issue was oversubscribed 146.87 times overall, leading to the successful listing of BCCL on the BSE and NSE on 19^th January 2026 with the Company retaining a 90% subsidiary stake.

•    Initial Public Offer (IPO) of CMPDIL: Successfully

concluded the listing of Central Mine Planning & Design Institute Limited (CMPDIL) on March 30, 2026, on both the BSE and NSE. The OFS, valued at H 1,842 Crores at an issue price of H 172 per share, was subscribed 1.05 times, leaving the Company with a 85% subsidiary shareholding.

•    Government Offer for Sale (OFS) in CIL: The President of India, acting through the Ministry of Coal, divested 123,279,566 equity shares (face value of H 10 each) through an OFS from May 27 to May 29, 2026, generating a gross consideration of approximately H 5,549 Crores and bringing the Government of India's stake to 61.13%.

•    Proposed IPOs and Disinvestments of MCL and SECL: The CIL Board accorded in-principle approval to disinvest a 25% equity stake in Mahanadi Coalfields Limited (MCL) and South Eastern Coalfields Limited (SECL) via an OFS, alongside a fresh equity issuance component of 10%.

B.    Growth and Diversification Initiatives

•    Coal Gasification Projects: Promoted plans to establish advanced coal gasification facilities with an estimated capital investment of approximately H 50,000 Crores to build a robust domestic syngas

ecosystem and reduce import dependency. CIL initiated Expressions of Interest (EoIs) to identify technology licensors, EPC contractors, and downstream product offtakers.

•    Critical Mineral Initiatives: Focused on national resource security by identifying critical mineral asset acquisitions overseas and executing strategic domestic exploration collaborations.

•    Incorporation of Intermediate Holding Company (IHC) in Chile: The Board approved the setup of an IHC in Chile to actively explore and secure high-value critical mineral opportunities, including lithium, cobalt, nickel, and copper.

•    Incorporation of Intermediate Holding Company (IHC) in Singapore: The Board authorized the establishment of an IHC in Singapore to streamline overseas asset acquisition, manage foreign investments efficiently, and provide financial flexibility for future global ventures.

•    Rare Earth Elements (REE) Block Acquisition: Secured a vital REE exploration block at Kawalapur, Maharashtra, in January 2026, marking a significant step into the domestic critical minerals space.

C. Renewable Energy and Clean Energy Transition

•    Coal India Limited achieved a significant milestone in its renewable energy journey with the successful commissioning of 200 MW of the 300 MW Solar Power Project at Khavda, Gujarat. The project marks a major step towards CIL's clean energy transition strategy and reinforces its commitment to expanding its renewable energy portfolio in line with the Government of India's energy transition and decarbonization objectives.

•    Commissioning of Solar Projects: Achieved a major green milestone by fully operationalizing the 100 MW Solar Power Plant in Banaskantha District, Gujarat, as of 31^st March 2026, receiving its formal commissioning certificate from the Gujarat Energy Development Agency (GEDA) on 4^th May, 2026. Coal India Limited has successfully commissioned 200 MW out of the 300 MW solar power capacity at Khavda, Gujarat as of 15th July, 2026.

•    600 MW Jalaun Solar Project: Successfully won a competitive utility-scale bid to develop a 600 MW solar power project at the Jalaun Solar Park in Uttar Pradesh, reinforcing CIL's commitment to clean power deployment.

•    Joint Venture in Rajasthan: Executed a formal Joint Venture Agreement on 10^th June, 2025, to incorporate CIL Rajasthan Akshay Urja Limited (formed 9^th June, 2025) with Rajasthan Rajya Vidyut Utpadan Nigam Limited (RRVUNL). CIL has finalized the EPC contractor to construct 875 MW of solar power projects within the Pugal Solar Park. EPC contract to be awarded after finalization of Power Purchase Agreement (PPA).

•    Strategic Partnership with UPRVUNL: Signed an MoU on 5^th May 2025, with U.P. Rajya Vidyut Utpadan Nigam Limited (UPRVUNL) to jointly develop large-scale renewable projects, with the UP Government already allotting 2,282 acres of land for implementation.

•    Utility-Scale Battery Energy Storage System (BESS) Projects: Secured a Letter of Award from Telangana Power Generation Corporation Limited (TSGENCO) for a 187.5 MW / 750 MWh BESS project at Choutuppal valued at H 1,057.09 Crores, alongside winning bids for an 80 MW / 320 MWh BESS system in Odisha.

D.    Strategic Partnerships

•    Rail Infrastructure JVs (IRCON, IPRCL, Konkan Railway): Executed non-binding Memorandums of Understanding (MoUs) with IRCON International Limited (on 8^th October 2025), Konkan Railway Corporation Limited (on 18^th August 2025), and Indian Port Rail & Ropeway Corporation Limited to aggressively design, develop, and modernize the logistics and rail infrastructure of CIL and its subsidiaries.

•    Hindustan Copper Limited Alignment: Signed a non-binding MoU on 30^th June 2025, to establish a mutual framework for cross-sector collaboration in the copper and critical minerals segments.

•    AM Green Green Ammonia Synergy: Entered into a strategic MoU with AM Green Ammonia (India) Private Limited on 7^th May 2025, to supply clean power from CIL's proposed 4.5 GW renewable projects to feed AM Green's green ammonia project at Kandla.

•    Madhya Pradesh State Mining Corporation Partnership: Signed a non-binding MoU on 23^rd August 2025, to cooperate in exploration and extraction activities for critical minerals and other key minerals in Madhya Pradesh.

•    Chhattisgarh Mineral Development Corporation Collaboration: Executed an MoU with CMDC (a Chhattisgarh State Government Undertaking) to coordinate technical and operational capabilities for exploring and exploiting critical mineral blocks.

E.    Joint Ventures and New Businesses

•    Incorporation of DVC CIL Power Private Limited: Successfully incorporated a 50:50 joint venture company with Damodar Valley Corporation (DVC) on 27^th March 2026, to set up a 1,600 MW (2x800 MW units) brownfield thermal power plant at Chandrapura, Jharkhand, with an estimated investment of H 21,000 Crores.

•    First-Time Dividend from HURL: Received a maiden dividend inflow of H 404.37 Crores from Hindustan Urvarak & Rasayan Limited (HURL) and H 0.50 Crores from Coal Lignite Urja Vikas Private Limited (CLUVPL) validating the profitability of CIL's strategic joint ventures.

•    Coal Gas India Limited (CGIL): Advanced project planning via this JV (51% CIL, 49% GAIL) incorporated on March 25, 2025, to set up a Coal-to-Synthetic Natural Gas (SNG) plant with a capacity of 633.6 Million Nm³ per annum in West Bengal, shortlisting

top-tier global technology licensors and securing its Terms of Reference (ToR) for Environmental Clearance.

• Bharat Coal Gasification & Chemicals Limited (BCGCL): Advanced project execution via this JV (51% CIL, 49% BHEL) incorporated on May 21, 2024, to establish a 0.66 MMTPA Coal-to-Ammonium Nitrate plant at Lakhanpur, Odisha. Environmental clearance has been obtained, and letters of award have been issued for all four Lump Sum Turnkey (LSTK) packages.

F. "Year at a Glance" - Key Performance Indicators

2.    AWARDS AND ACCOLADES

The Company received following awards:-

1.    ET Now Champions of CSR 2025 award under the theme "Beyond Philanthropy: Impact in Action" at the ET Edge Global Sustainability, Alliance -Transformation Series CSR Conclave 2025

2.    11^th Greentech CSR India Awards in the 'Promotion of Healthcare' category by the Greentech Foundation

3.    'Healthcare Initiative of the Year' award for the 'Nanha Sa Dil' project at the INDIANPSU CSR Impact Awards 2025

4.    'Best Public Health driven CSR in Underserved Areas' in 'CSR' category under 'Mining & Metallurgy' sector at the 19^th Exceed Environment, CSR & HR Award & Conference 2025 by the 'Sustainable Development Initiative'

5.    Coal India Limited has been bestowed as one of the Top 25 Large India's Best Workplaces in Manufacturing 2026 by Great Place to Work.

6.    Coal India received the 'Nishtha Ki Pratishtha' Award for Excellence in implementation of Hindi

3.    FINANCIAL PERFORMANCE

During FY 2025-26, Coal India Limited continued to demonstrate financial resilience despite a moderation in coal production and offtake levels. The Company recorded consolidated Revenue from Operations of H 1,68,400.29 Crores. Profit Before Tax (PBT) stood at H 41,923.09 Crores, while Profit After Tax (PAT) amounted to H 31,070.58 Crores.

Details of dividend income received by Coal India Limited (Standalone) from its subsidiaries, joint ventures and associate companies are provided in Annexure-2.

5.    Contribution to Government Exchequer

During FY 2025-26, Coal India Limited and its subsidiaries contributed H 52,299.37 Crores to the Government exchequer through payment of Royalty, District Mineral Foundation (DMF), National Mineral Exploration Trust (NMET), Goods and Services Tax (GST), Cess and other statutory levies, reaffirming the Company's significant contribution to national and state revenues.

Detailed break-up is provided in Annexure-9.

6.    CREDIT RATING

CIL has been reaffirmed with the highest domestic credit rating of 'AAA' (Stable Outlook) by leading credit rating agency CARE. This rating represents the highest level of creditworthiness for long-term borrowings in India and underscores your Company's sound financial discipline and prudent management practices.

7.    CAPITAL EXPENDITURE

Overall Capital Expenditure during FY 2025-26 was H 19,607.24 Crores as againt H 21,775.99 Crores in previous year. Subsidiary-wise details are given in Annexure 12.

Out of the Overall Capital Expenditure, Capital Expenditure towards Green Technology was H 6,796.84 Crores, considering Capex towards Solar Power, First Mile Connectivity (including CHP/Silo, Rail connectivity & Conveyors) and Environment.

8. PERFORMANCE OF SUBSIDIARIES

Coal India Limited's subsidiaries continued to play a pivotal role in supporting the Group's operational performance and financial strength during FY 2025-26. The Company's seven coal-producing subsidiaries together accounted for the entire coal production of the Group, while Central Mine Planning & Design Institute Limited (CMPDIL) continued to provide critical technical, exploration, planning and consultancy support.

Among the mining subsidiaries, Mahanadi Coalfields Limited (MCL) remained the largest producer with coal production of 218.31 MT, followed by South Eastern Coalfields Limited (SECL) with 176.29 MT and Northern Coalfields Limited (NCL) with 140.50 MT.

MCL reported the highest profitability among the subsidiaries with a Profit After Tax (PAT) of H 10,698.12 Crores, followed by NCL with PAT of H 10,656.84 Crores. SECL also delivered a strong financial performance with PAT of H 4,754.59 Crores.

The operational and financial performance of the subsidiary companies reflects the resilience of Coal India Group's mining portfolio and its continued focus on operational efficiency, resource development and sustainable value creation. A detailed statement containing the operational and financial performance of each subsidiary company are tabulated below:

9.    AUDIT AND AUDITORS' OBSERVATIONS ALONGWITH MANAGEMENT REPLY

Coal India Limited (CIL) remains steadfastly committed to maintaining the highest standards of corporate governance, financial transparency, and regulatory compliance. The Company's accounting and internal auditing frameworks are structured to align with national accounting principles and statutory regulations, ensuring an accurate, fair, and reliable view of the Company's financial health.

10.    SUPPLEMENTARY AUDIT REPORT BY THE COMPTROLLER & AUDITOR GENERAL OF INDIA (C&AG)

In accordance with Section 143(6)(b) read with Section 129(4) of the Companies Act, 2013, the comments of the Comptroller & Auditor General of India (C&AG) on the Standalone Financial Statements and Consolidated Financial Statements of Coal India Limited for the financial year ended 31^st March 2026, are appended to this report:

Standalone Financial Statements: The report of the C&AG alongwith Management Explanation is enclosed under Annexure 3.

Consolidated Financial Statements: The report of the C&AG alongwith Management Explanation is enclosed under Annexure 4.

11.    INDEPENDENT AUDIT REPORT BY STATUTORY AUDITORS

The Statutory Auditors of your Company are appointed by the Comptroller & Auditor General of India. M/s

Chaturvedi & Co LLP was appointed as the Statutory Auditors of the Company for the Financial Year (FY) 2025-26. The scope of their engagement encompassed the Statutory Audit of both the CIL Standalone Financial Statements (SFS) and CIL Consolidated Financial Statements (CFS).

AUDIT OPINION

The Statutory Auditors have issued an unqualified report on both the Standalone and Consolidated Financial Statements of the Company for the year ended 31^st March 2026. These reports have been presented under Annexure 3A and Annexure 4A respectively.

EMPHASIS OF MATTERS

While delivering an unqualified audit report, the Statutory Auditors highlighted certain matters under the "Emphasis of Matters" section of their report.

The Emphasis of Matter point no. (1) of the audit report on Standalone Financial Statements (SFS) and the Emphasis of Matter point no. (i) and (ii) of the audit report on consolidated Financial Statements (CFS), are explained as under

•    Point no. (i) and (1) above, regarding the treatment of levies on coal production and sales as amounts collected in principal capacity, the matter has been adequately explained in note no. 16 (7) (a) of SFS and 16 (8) CFS.

•    Points no. (ii) above, dealing with material accounting policy related to Stripping Activity, has been adequately explained in note 9.1.2, 12.1.4 and 2.24 of CFS.

12.    REPORT ON SECRETARIAL AUDIT

In compliance with the mandate of Section 204 of the Companies Act, 2013, the Company engaged M/s T Chatterjee & Associates, a peer-reviewed firm of Practising Company Secretaries, to conduct the Secretarial Audit of the Company for the Financial Year ended 31^st March 2026. The appointment of the secretarial audit firm, M/s. T. Chatterjee & Associates, Practising Company Secretaries, was formally approved by the shareholders at 51^st Annual General meeting held on 28^th August,2025. The 'Secretarial Audit Report' for the FY 2025-26, in the statutory Form MR-3 was obtained by the Company. The detailed observations of the Secretarial Auditor, alongside the corresponding explanation and response from CIL Management, are enclosed as Annexure 18 to this report.

13.    REPORT ON COST AUDIT

In accordance with Section 148 of the Companies Act, 2013, read with the Companies (Cost Records and Audit) Rules, 2014, the Central Government has mandated the maintenance of cost records and the execution of cost audits.

Cost Records Maintenance

All cost accounts and records as specified by the Central Government under section 148 (1) of the Companies Act, 2013, are duly made, updated, and maintained by the Company.

14.    APPOINTMENT OF COST AUDITORS

Appointment and Tenure

On the recommendation of the Audit Committee, the Board of Directors approved the appointment of M/s Bandyopadhyaya Bhaumik & Co., Cost Accountants, as the Cost Auditor for CIL Standalone operations for FY 2025-26 and FY 2026-27.

Statutory MCA Filings (Form CRA-2)

In accordance with the rules prescribed by the Ministry of Corporate Affairs (MCA), the Company filed the mandatory Form CRA-2 (Intimation of appointment of Cost Auditor by the Company to Central Government) via the MCA portal under the following references:

FY 2025-26 : Filed vide System Reference Number, SRN-N31378656 dated 16^th June 2025.

FY 2026-27 : Filed vide System Reference Number, SRN-AC4293830 dated 1^st July 2026.

Remuneration

In accordance with Section 148(3) of the Companies Act, 2013, the remuneration proposed for the Cost Auditor has been placed before the shareholders for ratification at the ensuing Annual General Meeting (AGM).

Cost Audit

FY 2025-26 - The Cost Audit of CIL Standalone operations for the Financial Year ended 31^st March 2026, was conducted by M/s Bandyopadhyaya Bhaumik & Co., Cost Accountants. The Annexures to this Cost Audit Report were approved by the Board of Directors at its meeting held on 16^th June 2026, in Kolkata, and subsequently filed within the statutory timelines.

FY 2024-25 - The Cost Audit of CIL Standal one operations for the Financial Year ended 31^st March, 2025 was conducted by M/s R. M. Bansal & Co., Cost Accountants. The Annexures to this Cost Audit Report were thoroughly reviewed and approved by the Board of Directors at its meeting held on 1^st September, 2025 in Kolkata, and subsequently filed within the prescribed statutory timelines.

15. OPERATIONAL PERFORMANCE

Coal Production

During FY 2025-26, Coal India Limited produced 768.19 Million Tonnes (MT) of raw coal as against 781.06 MT in the previous year. Opencast mines continued to be the primary source of production, contributing 96.67% of the Company's total raw coal output, while underground mines accounted for the balance production.

The Company continued to focus on operational efficiency, enhanced mechanisation and productivity improvements across both opencast and underground mining operations to ensure reliable coal supplies for the country's energy requirements.

Detailed subsidiary-wise coal production, production by mining method (Opencast and Underground), coking and non-coking coal production are provided in Annexure 10.

Washed Coal Production and Overburden Removal

During the year, Coal India continued to augment coal beneficiation for improved quality and customer satisfaction. The Company produced 2.20 MT of washed coking coal and 6.51 MT of washed non-coking coal through its washeries.

Subsidiary-wise washed coking coal production is provided in Annexure 10A, while company-wise overburden removal performance is presented in Annexure 10B.

Mining Equipment and Capacity Utilisation

Coal India continued to strengthen its mining fleet through deployment and efficient utilisation of Heavy Earth Moving Machinery (HEMM), thereby improving operational productivity and reliability.

As on 1 April 2026, details of the population of major opencast equipment together with their availability and utilisation performance vis-a-vis prescribed norms are provided in Annexure 11.

•    Delayed: 33 projects

•    Primary Bottlenecks: Delays in Forest Clearance (FC), land acquisition/possession, and Resettlement and Rehabilitation (R&R) issues.

New Capital Approvals

•    Mining: 13 projects approved with total sanctioned capital of H 13601.18 Crores and capacity of ~ 77 MTY Capacity ( ~22 MTY incremental Capacity)

•    Non-Mining: 3 rail projects approved with a sanctioned capital of H 13,419.95 Crores.

Coal Evacuation & Rail Infrastructure

First Mile Connectivity (FMC) Progress

The overarching goal of the FMC initiative is to expand

mechanized evacuation from 151 MTY to 994 MTY

by FY 2029-30.

Major Rail Projects

Coal India continues to expand dedicated rail connectivity for seamless evacuation from major coalfields. The Company is implementing seven railway projects, comprising:

operational. Balance work expected by December 2026 (~65 MTY, SECL).

•    CERL Phase-II (Dharamjaigarh-Urga, 63 KM): 38% progress. Construction commenced; expected commissioning: March 2027 (SECL).

•    CEWRL (Gevra Road-Pendra Road, 135 KM): 80% progress. Expected commissioning: December 2026 (~65 MTY, SECL).

Further, details on the status of projects is annexed as Annexure - 13.

Technology & System Improvements

Coal India has significantly strengthened project governance through implementation of the SAP Project System (PS) Module, providing an integrated digital platform for planning, execution, financial monitoring and reporting of projects.

Integration & Impact: All 124 ongoing mining projects are live in the PS Module, which is integrated with CIL's core ERP (FICO, MM, HCM) and external portals (National Coal Portal, IIG-PMG Portal).

Key Features of the SAP PS Module:

•    Real-time executive dashboards and automated bilingual email alerts.

•    Online budgeting control and automated project bill payment cycles.

•    Standardized project    workflows centrally

released from CIL.

•    Document retrieval and progress tracking mapped at the Work Breakdown Structure (WBS) level.

Future Coal Production Roadmap

•    Coal India continues to pursue its long-term production roadmap targeting approximately 1 Billion Tonne (BT) of coal production by FY 2029-30.

•    To support this growth trajectory, the Company has identified 29 Mine Developer & Operator (MDO) projects, comprising:

The production roadmap is supported by integrated initiatives covering mine development, statutory clearances, land acquisition, R&R, equipment deployment, First Mile Connectivity and dedicated railway infrastructure.

During FY 2025-26, the Company also produced 2.20 MT of washed coking coal and 6.51 MT of washed noncoking coal through its washeries.

Coal Marketing and Customer Services

Coal India Limited continued to ensure reliable coal supplies to key consuming sectors during FY 2025-26 while strengthening marketing efficiency, enhancing customer experience and supporting the nation's energy security. The Company remained focused on meeting long-term contractual commitments, expanding market-based sales, improving coal quality management and adopting technology-driven customer service initiatives.

Coal Offtake and Marketing Performance

During FY 2025-26, Coal India achieved a raw coal offtake of 744.83 Million Tonnes (MT) as against 762.98 MT in

the previous year.

The power sector remained the Company's largest consumer, accounting for 588.01 MT of coal supplies during the year. Company-wise targets and actual offtake are provided in Annexure-5, while sector-wise dispatch details are contained in Annexure-6.

Coal dispatch during the year was affected by certain external factors, including:

•    prolonged monsoon during the second quarter;

•    temporary railway rake shortages and evacuation bottlenecks in select coalfields;

•    reduced lifting by thermal power stations due to higher pit-head coal stocks;

•    operational    constraints    in    mine

evacuation systems; and

•    localized law and order and consumer intake issues.

Despite these challenges, the Company continued to maintain uninterrupted supplies to priority sectors through coordinated production planning and logistics management.

Market Development and Long-Term Supply Arrangements

Coal India continued to strengthen long-term domestic coal demand through implementation of various coal linkage schemes notified by the Government of India, including the revised SHAKTI Policy and linkage auctions for the Non-Regulated Sector (NRS).

As on 31^st March 2026:

During FY 2025-26, multiple rounds of SHAKTI and revised SHAKTI auctions were successfully conducted, facilitating transparent allocation of coal linkages to power producers. The Company also continued linkage auctions for the non-regulated sector, including, for the first time, coal allocation for Syngas production through coal gasification, thereby supporting emerging value-added coal-based industries.

E-auction Performance

Coal India continued to leverage market-based pricing through its Single Window Mode Agnostic e-auction platform.

The e-auction platform continued to provide transparent price discovery while enabling wider market participation.

Customer Satisfaction and Quality Management

Customer satisfaction and product quality remained key priorities during the year.

Coal India continued to strengthen its quality assurance framework through:

•    deployment of independent Third-Party Sampling Agencies;

•    expansion of automated mechanical sampling systems;

•    installation of mechanical augers;

•    introduction of online coal quality analysers on a pilot basis;

•    live camera monitoring of sampling operations;

•    digital reconciliation of quality and quantity claims; and

•    online grievance redressal mechanisms.

As a result of these initiatives:

•    the weighted average gap between declared and analysed GCV remained 56.7 kcal/kg, well within the prescribed grade band; and

•    final grade conformity improved to 86%,

reflecting continued emphasis on quality assurance.

The Company also completed linkage rationalisation for an additional 6.2 MTPA during FY 2025-26, taking cumulative rationalised linkage quantity to 105.1 MT, resulting in improved logistics efficiency and lower transportation costs for consumers.

Coal Beneficiation

Coal India continued to expand coal beneficiation infrastructure to improve coal quality and support efficient utilisation.

As on 31^st March 2026, the Company operated 13 coal washeries with an aggregate washing capacity of 39.35 MTY, comprising:

During FY 2025-26:

•    2.20 MT of washed coking coal and

•    6.51 MT of washed non-coking coal were produced.

The Company also achieved significant milestones in expansion of beneficiation infrastructure, including

completion of the 2 MTY Bhojudih Washery, progress in the Swang, Basantpur-Tapin and Kathara washeries, and identification of seven additional non-coking coal washeries with a combined planned capacity of 58 MTY.

Coal Inventory and Trade Receivables

The Company continued to    maintain    healthy

working capital indicators while ensuring efficient receivables management.

Detailed subsidiary-wise information is provided in

Annexures 7 and 8.

Diversification and New Business Initiatives

As part of its long-term strategy to build a diversified and sustainable energy portfolio, Coal India Limited is expanding beyond its traditional coal mining business into renewable energy, coal gasification, critical minerals, thermal power generation and energy storage solutions. These initiatives are aligned with the national priorities of energy security, import substitution, resource self-reliance and the transition towards a lower-carbon economy.

The Company's diversification roadmap is aimed at creating new growth avenues, enhancing value addition from domestic resources and ensuring long-term business sustainability while continuing to support India's growing energy requirements.

Renewable Energy and Energy Storage

Coal India and its subsidiaries are actively developing renewable energy assets with a target of establishing 9.5 GW of renewable energy capacity by FY 2029-30.

During FY 2025-26, the Company strengthened its renewable energy portfolio through strategic partnerships with state utilities in Uttar Pradesh and Rajasthan. A Joint Venture Agreement was executed with Rajasthan Rajya Vidyut Utpadan Nigam Limited (RRVUNL), resulting in the incorporation of CIL Rajasthan Akshay Urja Limited, which will develop 875 MW solar power projects at Pugal Solar Park, Rajasthan. Similarly, Coal India entered into a strategic partnership with U.P. Rajya Vidyut Utpadan Nigam Limited (UPRVUNL) for development of large-scale renewable energy projects in Uttar Pradesh.

The Company also emerged as the successful bidder for a 600 MW Solar Power Project at Jalaun Solar Park, Uttar Pradesh and continued implementation of 300 MW Khavda Solar Project in Gujarat.

In a major step towards creating a scalable renewable energy portfolio, Coal India entered into arrangements with Commercial and Industrial (C&I) consumers for supply of up to 4.5 GW of renewable energy through wind-solar hybrid projects. To facilitate implementation, the Company is progressing plans for development of 1.5 GW wind power capacity and 3 GW solar power capacity under the Inter-State Transmission System (ISTS) framework.

Coal India also expanded into Battery Energy Storage Systems (BESS), securing projects aggregating 267.5 MW / 1,070 MWh in Odisha and Telangana. As of 31^st March 2026, the Group had installed renewable energy capacity of 357 MW, while projects aggregating approximately 523 MW were under various stages of development.

Coal Gasification and Coal Chemicals

Coal India is actively pursuing coal gasification as a strategic growth area to promote value addition from domestic coal resources and reduce dependence on imports of fertilizers, chemicals and natural gas.

The Company is progressing multiple coal gasification projects through strategic joint ventures and partnerships. These include the 1.27 MMTPA Talcher Fertilizers Project, the 0.66 MMTPA Coal-to-Ammonium Nitrate Project through Bharat Coal Gasification and Chemicals Limited (BCGCL), and two Coal-to-Synthetic Natural Gas (SNG) projects being developed through Coal Gas India Limited (CGIL) and in collaboration with Bharat Petroleum Corporation Limited (BPCL).

The ongoing portfolio of coal gasification projects represents investments of several thousand Crores and is expected to contribute significantly towards import substitution, development of a domestic syngas ecosystem and creation of new value chains based on indigenous coal resources.

Building upon these initiatives, Coal India has initiated market engagement exercises for development of additional coal gasification facilities involving an estimated investment potential of approximately H 50,000 Crores.

Critical Minerals

Recognising the growing importance of critical minerals in clean energy technologies and advanced manufacturing, Coal India has taken strategic steps to establish a presence in this emerging sector.

During FY 2025-26, the Company secured a Rare Earth Elements (REE) block in Maharashtra and approved the formation of overseas investment platforms in Chile and Singapore to pursue global opportunities in critical minerals. These initiatives are expected to support India's resource security objectives and strengthen Coal India's diversification portfolio.

Thermal Power and Integrated Energy Projects

Coal India continued to strengthen its integrated energy portfolio through strategic investments in thermal power generation.

During FY 2025-26, the Company incorporated DVC CIL Power Private Limited, a 50:50 Joint Venture with Damodar Valley Corporation (DVC), for development of a 2 x 800 MW thermal power plant at Chandrapura, Jharkhand, involving an estimated investment of approximately H 21,000 Crores. Significant milestones achieved during the year included approval of the Detailed Project Report, appointment of key consultants and commencement of site development activities.

16. MINES SAFETY

Safety remains the highest priority at Coal India Limited (CIL) and is embedded in every aspect of its mining operations. Guided by its Occupational Health & Safety Policy, CIL continues to strengthen its safety culture through adoption of advanced technologies, robust risk management systems, continuous training, regulatory compliance and proactive monitoring. During FY 2025-26, several initiatives were undertaken to enhance workplace safety and reinforce the objective of achieving Zero Harm Potential (ZHP) across all mining operations.

Occupational Health & Safety Framework

CIL maintains a comprehensive Occupational Health & Safety (OHS) framework supported by multidisciplinary Internal Safety Organisations (ISO) across all subsidiaries.

Key elements include:

•    Comprehensive Occupational Health & Safety Policy

•    Hazard Identification and Risk Assessment (HIRA)-based Safety Management System

•    Mine-specific Safety Management Plans (SMP)

•    Principal Hazard Management Plans (PHMP)

•    Trigger Action Response Plans (TARP)

•    Periodic safety audits and risk assessments

•    Continuous employee participation in safety management

•    Dedicated Internal Safety Organisations at Corporate, Subsidiary and Area levels

Mine safety is governed by an extensive statutory framework comprising the Occupational Safety, Health and Working Conditions Code, 2020, Coal Mines

Regulations, 2017, Mines Rescue Rules, Electricity Safety Regulations and other applicable legislations.

Strengthening Mine Safety During FY 2025-26

During FY 2025-26, CIL further strengthened mine safety through focused interventions across all mining operations.

Safety Governance and Risk Management

Major initiatives included:

•    Review and monitoring of Safety Management Plans (SMPs)

•    Periodic review of Principal Hazard Management Plans (PHMPs)

•    Upgradation of Risk Assessment based Standard Operating Procedures (SOPs)

•    Completion of Mine Safety Audit for all producing mines

•    Conduct of focused safety drives and workshops on critical safety issues

•    Regular safety review meetings chaired by Director (Technical), CIL

•    Effective implementation of Monsoon Preparedness Plans

Digitalisation and Smart Safety Systems

Technology continued to play a significant role in improving mine safety.

Major initiatives included:

•    24x7 Al-enabled Integrated Command & Control Centres (ICCC) established across subsidiaries

•    Al-based surveillance using CCTV analytics for: o Intrusion detection

o Crowd monitoring o Camera tampering alerts o Wrong-way and wrong parking detection o Automatic Number Plate Recognition (ANPR)

•    Al-enabled Boom Barrier and Traffic Control Systems introduced in opencast mines

•    Continuous updation of National Coal Mine Safety Report (NCMSR) Portal

•    Enhancement of CIL Safety Information System (CSIS)

Capacity Building and Safety Awareness

To strengthen safety culture, CIL undertook extensive training and awareness programmes including: ¹

•    Competency assessment of Heavy Earth Moving Machinery (HEMM) operators

•    Safety campaigns, awareness programmes and dissemination of accident analysis videos

Technology Adoption for Safer Mining

CIL continued adoption of advanced mining technologies aimed at improving productivity while reducing operational risks.

Major initiatives include:

Underground Mining

•    Deployment of Continuous Miners

•    Highwall Mining Technology

•    Man Riding Systems

•    Mechanised roof bolting

•    Modern strata monitoring instruments

Opencast Mining

•    Surface Miners for blast-free extraction

•    Higher-capacity HEMM

•    GPS-based Operator Independent Truck Dispatch System (OITDS)

•    Slope Stability Radar

•    3D Laser Scanner

•    Total Station Survey

•    Time Domain Reflectometry

•    Proximity Warning Systems

•    Anti-Collision Devices

•    Automatic Fire Detection & Suppression Systems

•    360° Camera Systems

•    Air-conditioned operator cabins

Monitoring of Mine Environment and Operational Safety

CIL continued strengthening monitoring systems across mines through:

Mine Environment Monitoring

•    Environmental Tele-Monitoring Systems (ETMS)

•    Local Methane Detectors

•    Multi-gas Detectors

•    CO Detectors

•    Gas Chromatograph-based air analysis

•    Personal Dust Samplers

•    Continuous Ambient Air Quality Monitoring Systems (CAAQMS)

Water Danger Management

•    Seam-wise Water Danger Plans

•    Monsoon Action Plans

•    Adequate pumping arrangements

•    Construction of embankments

•    Joint mine surveys

•    Coordination with Meteorological Department and Dam Authorities

Opencast Mine Safety

Key measures include:

•    Mine-specific traffic rules

•    Dedicated haul road management

•    Separate LMV roads

•    Safety signage and road dividers

•    Adequate illumination

•    Contractor safety sensitisation

•    Electrical safety through LOTO procedures and trained manpower

Training, Inspection and Continuous Improvement

Continuous improvement in safety standards remained a key focus through:

Training

•    Initial and refresher statutory training

•    On-the-job training

•    Skill upgradation of mine officials

•    Electrical safety training

•    Training of contractual workforce

•    Safety Committee awareness programmes

Safety Inspection

Regular inspections were carried out through:

•    Round-the-clock supervision by statutory officials

•    Internal Safety Organisations

•    Workmen Inspectors

•    Surprise inspections

•    Senior management inspections

•    Ministry of Coal and DGMS inspections

Corporate Safety Management Functions

The Corporate Safety & Rescue Division continued to provide strategic leadership through:

•    Mine inspections

•    Accident investigation using Root Cause Analysis (RCA)

•    Mine safety database management

•    Monitoring of safety audits

•    Development of safety guidelines and advisories

•    Monitoring of research and development projects

•    Coordination with DGMS and regulatory authorities

•    Monitoring of Mine Rescue preparedness

•    Management of CSIS and NCMSR portals

•    Publication of Safety Bulletins

•    Representation on BIS Committees

•    Handling Parliamentary, RTI and audit-related matters concerning mine safety

First Aid and Emergency Response Competitions

To promote emergency preparedness and enhance first-aid capabilities, CIL regularly organizes First Aid Competitions across its subsidiaries.

During FY 2025-26, teams from all subsidiaries, including dedicated women's contingents, participated in the competition, demonstrating high standards of first-aid skills, emergency response preparedness and commitment to workplace safety.

Safety Monitoring of CIL: Safety in mines are being monitored at various levels by the following agencies:

MINE EMERGENCY RESPONSE SYSTEM

Coal India Limited (CIL) maintains a robust Mine Emergency Response System to ensure prompt and effective response to emergencies arising from mine fires, inundation, explosions, roof falls, gas incidents and other unforeseen situations. The emergency preparedness framework is supported by well-established rescue infrastructure, trained personnel, regular mock drills and statutory emergency response mechanisms across all subsidiaries.

EMERGENCY PREPAREDNESS AND RESPONSE

CIL has established comprehensive emergency preparedness mechanisms in all mines in accordance with statutory requirements. Key initiatives include:

•    Preparation and periodic updation of Mine-specific Emergency Response and Evacuation Plans.

•    Identification    and demarcation of Emergency

Escape Routes in underground mines.

•    Conduct of regular mock drills and emergency

rehearsals to assess the effectiveness of Emergency Action Plans,    with participation of agencies

such as the National Disaster Response Force (NDRF) and State Disaster Response Force (SDRF) wherever required. ²

MINE RESCUE ORGANISATION

CIL maintains a well-equipped and strategically located Mine Rescue Organisation to provide round-the-clock emergency response support across all mining subsidiaries.

As on 31^st March 2026, the rescue infrastructure comprised:

Key features of the rescue system include:

•    Rescue establishments equipped with modern rescue apparatus and emergency equipment in accordance with the Mines Rescue Rules, 1985.

•    Deployment of adequately trained Rescue Trained Personnel (RTPs) and Permanent Brigade Members on a 24x7 standby basis.

•    Periodic refresher training and simulation exercises in modern rescue galleries and operational mines to maintain operational readiness.

•    Strategic location of Mine Rescue Stations and Rescue Rooms to ensure rapid mobilization during emergencies.

17. ENVIRONMENTAL MANAGEMENT

Environmental stewardship remains integral to Coal India Limited's business strategy. The Company continues to pursue sustainable mining through scientific mine planning, pollution mitigation, progressive land reclamation, efficient water management, biodiversity conservation and adoption of cleaner technologies. During FY 2025-26, CIL further strengthened its environmental governance under Mission GREEN, aligning its operations with national sustainability goals and evolving ESG expectations.

Environmental Management Systems

Coal India continues to strengthen its environmental governance framework through internationally recognised management systems.

Status as on 31^st March 2026:

Pollution Prevention and Environmental Monitoring

CIL continued to implement comprehensive pollution control measures across its mining operations in accordance with statutory environmental clearances and approved Environmental Management Plans.

Air Quality Management

Major initiatives undertaken during FY 2025-26 include:

Expansion of First Mile Connectivity (FMC) to minimise road transportation of coal.

Deployment of 591 Fog Cannons for dust suppression. Installation of 164 Continuous Ambient Air Quality Monitoring Stations (CAAQMS) integrated with regulatory agencies.

Installation of 91 PM10 analysers for real-time particulate monitoring.

Deployment of 1,014 mobile water sprinklers, 65 wheel washing systems and 83 road sweeping machines. Development of over 60 km of wind barriers and vertical greenery.

Increased deployment of surface miners and continuous miners to reduce blasting-related emissions.

Water Management

CIL continued to promote efficient water management through zero-discharge mining practices wherever feasible, supported by:

87 Sewage Treatment Plants (STPs)

165 Effluent Treatment Plants (ETPs)

32 Continuous Water Quality Monitoring Systems

Mine water is scientifically treated and reused for industrial purposes, dust suppression, plantation and firefighting.

Land Reclamation, Afforestation and Mine Closure

Tree Plantation and Afforestation

Coal India Limited (CIL) continues to strengthen its commitment to environmental sustainability through large-scale afforestation and green belt development across its mining regions. Tree plantation forms an integral part of CIL's environmental management strategy, supporting ecological restoration, biodiversity conservation, carbon sequestration, and improvement of the local microclimate.

During FY 2025-26, CIL and its subsidiaries planted 52.92 lakh saplings covering approximately 2,404 hectares

within and outside mine leasehold areas. Plantation activities were undertaken on reclaimed mine areas, overburden (OB) dumps, avenue roads, mine premises, residential colonies, and available government land as part of both existing and new mining projects.

To enhance biodiversity and create dense green ecosystems, CIL also adopted the Miyawaki afforestation technique, carrying out plantations over 51.80 hectares across its subsidiaries during the year. This initiative complements CIL's broader efforts towards ecological restoration and sustainable land management.

Mine reclamation

Major achievements during FY 2025-26 include:

1,793 hectares of degraded forest land registered under the Green Credit Programme.

Development of 6 new Eco Parks, taking the cumulative total to 39 Eco Parks, Mine Tourism and Ecorestoration sites.

Satellite-based monitoring of reclamation in 110 opencast mines/clusters.

Vegetation cover mapping completed for six major coalfields.

Reclamation status of major opencast mines:

Resource Conservation and Circular Economy

Coal India continued to promote circular economy principles through productive utilisation of mine resources and post-mining land.

Key initiatives include:

Production of approximately 16,500 cubic metres of manufactured sand (M-Sand) from overburden material. Utilisation of overburden for infrastructure development. Rejuvenation of traditional water bodies around mining areas.

Scientific utilisation of mine voids for groundwater recharge and community water supply.

The Company's innovative Pisciculture Programme, implemented across abandoned mine voids in CCL and SECL, has emerged as an effective model for ecological restoration and livelihood generation.

Key achievements include:

Biodiversity, ESG and Mission GREEN

Coal India continued to strengthen its commitment towards biodiversity conservation and responsible business practices through various initiatives under Mission GREEN.

Major initiatives include:

Publication of the Business Responsibility and Sustainability Report (BRSR) incorporating comprehensive ESG disclosures.

Adoption of Harinalaya Zoo, New Town, Kolkata, to support wildlife conservation.

Expansion of renewable energy projects across subsidiaries.

Adoption of energy-efficient technologies.

Promotion of alternative livelihood and skill development programmes in mining regions.

The Company remains committed to integrating environmental stewardship, climate resilience and responsible resource management into its long-term growth strategy.

Master Plan for Fire Control, Land Subsidence and Rehabilitation

Coal India Limited continues to accord the highest priority to addressing legacy issues of mine fires, land subsidence and rehabilitation of affected families in the Jharia and Raniganj coalfields through the implementation of comprehensive Master Plans approved by the Government of India.

The original Master Plans, approved in August 2009, envisaged an investment of H 7,112.11 Crores for Jharia Coalfield and H 2,661.73 Crores for Raniganj Coalfield. Rehabilitation of non-company families is being implemented through the Jharia Rehabilitation and Development Authority (JRDA) and the Asansol Durgapur Development Authority (ADDA).

Revision of Jharia Master Plan

A major milestone during FY 2025-26 was the approval of the Revised Jharia Master Plan by the Cabinet Committee on Economic Affairs (CCEA) on 25^th June 2025, with a revised outlay of ? 5,940.47 Crores.

The revised plan covers the initial phase of implementation for:

Progress under Jharia Master Plan

Bharat Coking Coal Limited (BCCL) continued scientific fire control and rehabilitation activities across the Jharia Coalfield.

The revised Master Plan provides a comprehensive framework for scientific fire control, mitigation of subsidence risks and phased rehabilitation of vulnerable families residing in the Jharia Coalfield.

Progress under Raniganj Master Plan

Eastern Coalfields Limited (ECL) continued implementation of the Raniganj Master Plan through fire mitigation, rehabilitation and infrastructure development initiatives.

Major achievements during the year include:

All seven identified surface fire sites covering 755 hectares have been scientifically dealt with.

Rehabilitation of all ECL employees from vulnerable locations has been completed.

6,560 rehabilitation flats have been completed and made habitable, with the balance 912 flats expected to be completed during FY 2026-27.

The Government of West Bengal approved the revised Rehabilitation & Resettlement (R&R) package for incorporation in the revised Raniganj Master Plan. Diversion and stabilization of major road, railway and pipeline infrastructure continued to facilitate implementation of the Master Plan.

One additional fire control project is being implemented through the Mine Developer and Operator (MDO) mode.

Rehabilitation

Substantial progress has also been achieved in rehabilitation of affected families.

All 15,713 residential units earmarked for BCCL employees have been completed, while 16,336 residential units have been completed by JRDA for rehabilitation of non-BCCL families.

Livelihood Restoration

In addition to physical rehabilitation, Coal India continued to promote sustainable livelihood opportunities for displaced families through various skill development and income generation initiatives, including:

Establishment of four Multi Skill Development Institutes (MSDIs) with annual training capacity of over 1,110 beneficiaries.

Development of micro-enterprise programmes at Belgaria Rehabilitation Township.

Promotion of bamboo and jute-based livelihood initiatives through the Atal Community Innovation Centre (ACIC).

Partnerships with five training agencies covering

19 vocational trades.

Distribution of 50 e-rickshaws to eligible beneficiaries for self-employment.

These initiatives aim to facilitate sustainable rehabilitation by combining physical resettlement with long-term livelihood generation and socio-economic development.

18. HUMAN RESOURCE DEVELOPMENT

Coal India Limited remains committed to ensure uninterrupted coal supply to meet the Nation's growing energy requirements and continues to accord high priority to the training and development of its human capital as a key strategic focus area. Through continuous learning, capacity building and leadership development initiatives aligned with evolving technological advancements

and operational excellence, the Company endeavours to enhance employee competencies and prepare the workforce to effectively adapt to changing business environments and emerging opportunities.During 2025-26, a wide range of training programmes and workshops, both in India and abroad, was organised at CIL (HQ), Subsidiary Headquarters, Vocational Training Centres and Coal India Limited's apex in-house training institute, the Indian Institute of Coal Management, as well as through reputed premier institutions across the country. These programmes were conducted based on identified training needs for and covered areas such as technical upskilling, leadership development, safety management, emerging technologies and specialized domain-specific learning and exposure. The initiatives were aimed at strengthening professional capabilities, improving operational efficiency and fostering a future-ready workforce.

Training and Development of Human Resource:

During FY 2025-26, a total of 1,02,089 employees were imparted training through both internal and external programmes. Of these, 94,576 employees were trained at various training institutes of CIL and its subsidiaries, while 7,317 employees attended programmes conducted by external training partners within India.

The Company continued its focus on inclusive workforce development, with 8,667 women employees participating in various training programmes during the year.

During the year, CIL achieved 6,09,790 training man-days for its executives and non-executives (excluding contract workers) across all subsidiaries. In addition, 231 executives, including Directors, participated in overseas training programmes, workshops, conferences and study visits to strengthen leadership capabilities, technical expertise and global exposure.

Recognising the importance of skill development across its extended workforce, CIL also imparted training to 46,423 contract workers during FY 2025-26, with a focus on enhancing technical proficiency, operational efficiency and safety awareness in outsourced activities.

Engagement of Interns under Prime Minister's Internship Scheme (PMIS) & Apprentices:

During FY 2025-26, a total of 231 interns were engaged across CIL and its subsidiaries under the Prime Minister's Internship Scheme (PMIS) through the designated PMIS portal, providing them with practical industry exposure and hands-on learning opportunities.

Further, 5,900 apprentices were engaged across CIL and its subsidiaries through the National Apprenticeship Training Scheme (NATS) and the National Apprenticeship Promotion Scheme (NAPS) portals. These programmes continue to play a significant role in developing skilled manpower by imparting practical training and enhancing the employability of young professionals across various technical and non-technical disciplines.

Special Initiatives:

1.    Recognition as a Great Place to Work:

a.    During FY 2025-26, the Company was certified as a Great Place to Work® for the second consecutive year, receiving the Great Place to Work® Certification valid from September 2025 to September 2026. This recognition reflects CIL's continued commitment to creating a high-trust, high-performance work environment.

b.    Further, in January 2026, Coal India Limited was recognised among the Top 25 India's Best Workplaces™ in Manufacturing 2026 (Large Category), marking another significant milestone in its journey towards workplace excellence. This achievement builds upon the Company's earlier recognitions as one of the Best Employers among Nation Builders 2025 (May 2025) and among the Top 50 India's Best Workplaces™ in Manufacturing 2025 (Large Category) (January 2025), underscoring its consistent efforts to enhance employee experience and organizational excellence.

2.    Collaboration with Premier Educational Institutes

During FY 2025-26, the following programmes were successfully conducted under Memoranda of Understanding (MoUs) with leading academic institutions:

•    Indian Institute of Management (IIM), Mumbai: The Executive Post Graduate Programme (PGPEx) on "Logistics and Operations Excellence through Digitisation" was launched with an inaugural batch of 40 executives, in accordance with the MoU signed between Coal India Limited and IIM Mumbai

•    Indian Institute of Management (IIM), Lucknow: A total of 112 executives successfully completed the General Management Programme during the year under the MoU between Coal India Limited and IIM Lucknow. The MoU concluded in March 2026.

•    Indian Institute of Technology (Indian School of Mines), Dhanbad [IIT (ISM) Dhanbad]: A total of 187 executives successfully completed the 15-day Residential Refresher Training Programme during the year under the MoU signed with IIT (ISM) Dhanbad. The MoU concluded in October 2025

These collaborations reflect CIL's continued commitment to developing future-ready leadership, enhancing managerial competencies and fostering a culture of continuous learning through partnerships with India's premier academic institutions.

3.    International Training and    Leadership

Development Programmes

As part of its commitment to developing globally competent leadership and exposing executives to international best practices, Coal India Limited sponsored executives to participate in prestigious overseas leadership development programmes and specialized technical training during FY 2025-26.

The key programmes undertaken during the year

are as follows:

•    DAKSH - A Leadership Programme for Senior Executives of Public Sector Enterprises: Six executives participated in the programme conducted in Austria and Europe, aimed at strengthening strategic leadership, governance and global business perspectives.

•    10^th Advanced Global Leadership Programme (AGLP 2.0): Two executives attended this programme, organized jointly by SCOPE and Indian Institute of Management (IIM), Calcutta, to enhance leadership and strategic management capabilities.

•    Master Class in Tunnelling Technology - "Tunnelling: The Dynamics, Uncertainties and Solutions": A total of 11 executives participated in specialized technical programmes conducted in Switzerland and Austria, providing exposure to advanced tunnelling technologies, engineering practices and innovative solutions.

•    "Aarohan - Scaling New Heights": A Strategic Leadership Excellence Programme: Thirty-five executives participated in international leadership programmes organized by Indian Institute of Coal Management (IICM) in collaboration with Administrative Staff College of India (ASCI), Hyderabad and Management Development Institute (MDI), Gurugram, conducted in Europe and Australia, to strengthen strategic thinking, leadership effectiveness and global management competencies.

4. Key training programs organised for employees across CIL and its subsidiaries:

Some of the major training programmes conducted

during the year include:

•    Training Programme on "Geostatistics and Artificial Intelligence for Enhanced Coal Resource Modelling" at IIT Bombay, Mumbai, with participation of

15    executives.

•    Karmayogi Leadership Programme at the Administrative Staff College of India (ASCI), Hyderabad, attended by 16 executives.

•    Training Programme on "Transitional Leadership: Future Ready" at New Delhi, attended by

16    executives.

•    Advanced Leadership Development Programme - "Rise with Pride, Evolve, Transform" at Alleppey, Kerala, attended by 3 executives.

•    Management Development Programme on "Cyber Awareness and E-Vigilance" at the International Management Institute (IMI), Kolkata, with 26 participants.

•    Specialized Training Programme on "Geostatistics for Enhanced Coal Resource Modelling" at IIT Bombay, attended by 15 executives.

•    Training Programme on Coal Gasification Technology - Gasifier Operation and Applications at BHEL Corporate R&D, Hyderabad, attended by 9 executives.

•    Primary Trauma Care Management and Lifesaver Workshop at Apollo Multispecialty Hospital, Kolkata, attended by 6 participants.

•    Short-term Programme on "Responsible and Sustainable Mining: Currency for Modern Workforce" at National Institute of Technology (NIT), Raipur, attended by 4 executives.

•    Training Programme on "Preventive Forensics" at the National Forensic Sciences University (NFSU), Gandhinagar, attended by 6 executives.

5. Focused Training Programmes Organised at CIL (Headquarters), Kolkata

In addition to organization-wide learning initiatives, Coal India Limited Headquarters, Kolkata, conducted several focused training programmes during FY 2025-26 to strengthen employee capabilities in regulatory compliance, governance, digital transformation, occupational health and organizational effectiveness.

The major programmes conducted during the year include:

•    One-day Training Programme on "Reservation for

SC/ST/OBC/EWS/PwBD and Roster Maintenance", attended    by    36    executives    from    CIL    and    its

subsidiaries, to strengthen awareness of reservation policies and statutory compliance.

•    Two-day Training-cum-Workshop on "Labour Codes",

attended    by    42    executives    from    CIL    and    its

subsidiaries, focusing on the implementation and implications of the new labour legislation.

•    Two one-day Workshops on "Prevention of Sexual Harassment (PoSH)", attended by 49 employees of CIL Headquarters, aimed at promoting a safe, inclusive and respectful workplace.

•    One-day Workshop on "E-Waste Awareness and Digital Wellness", conducted under Special Campaign 5.0, attended by 28 employees of CIL Headquarters to promote responsible digital practices and environmental awareness.

•    One-day Workshop on "Use of Artificial Intelligence, Machine Learning and Digitization", organized under Special Campaign 5.0, attended by 24 participants from CIL Headquarters to enhance awareness of emerging digital technologies and their business applications. ³

attended by 81 participants from CIL and its subsidiaries, to strengthen occupational health surveillance and medical competency.

•    Five-day Preparatory Training Programme for Non-Executive employees appearing in the NonExecutive to Executive (E-2 Grade) Selection Process, attended by 30 employees, aimed at enhancing their managerial and professional competencies.

•    One-day Workshop on "Fight Clean - Strengthening Personal Relationships to Enhance Workplace Efficiency", attended by 30 participants from CIL Headquarters, focusing on interpersonal effectiveness and workplace harmony.

•    One-day Hands-on Training Session on "LMS Module of SAP", attended by 14 participants from CIL and its subsidiaries, to improve proficiency in digital learning management systems and enterprise applications.

6.    Flagships Programs Organized for executives

of CIL by IICM:

a.    JYOTI : Rising together, leading the way: A 5 months' capacity-building and empowerment programme for women executives of CIL & its subsidiaries for higher-level roles, aimed at enhancing leadership potential, confidence and professional effectiveness. In FY 2025-26, JYOTI 2.0 concluded with 18 participants in October 2025 and JYOTI 3.0 concluded with 19 participants in March 2026.

b.    MANTHAN : A strategic leadership programme curated for the Directors of the company, providing a platform for introspection, idea exchange, and high-level discussions. In FY 2025-26, MANTHON 4.0 was successfully conducted with 22 participants.

c.    DISHA : A leadership development programme for newly promoted General Managers, designed to facilitate their transition into senior leadership roles. In FY 2025-26, total 204 participants have completed this programme.

d.    OUTBOUND LEADERSHIP DEVELOPMENT PROGRAMME : An experiential learning initiative aimed at developing leadership, teamwork and resilience is conducted in collaboration with Tata Steel Adventure Foundation (TSAF). In FY 202526, the program took place in Uttarkashi, Leh and Sandakphu, Derjeeling, covering a total of 78 participants.

e.    MARATHON TRAINING PROGRAMME : A capacitybuilding programme under Mission Brand CIL@50. It is an intensive, large-scale learning initiative, covering multiple functional and behavioural domains. It aims at skill upgradation and continuous learning across a large section of employees through a series of structured sessions. In FY 202526, at total 317 executives have undergone this said training program, in 09 separate batches.

8. One day "End-Participants Training" under Rashtriya Karmayogi Jan Seva Program : In alignment with the Government of India's capacity-building initiative, Mission Karmayogi, Coal India Limited successfully implemented the One day "End Participants Training" under the Rashtriya Karmayogi Jan Seva Programme for its employees during December 2025-January 2026. This training was delivered by Karmayogi Coaches (Master Trainers), through a structured cascade model.

A total of 1077 employees which is about 93% (approx.) of the total strength, have completed the training.

This accomplishment underscores CIL's proactive approach towards human resource development and governance reforms, positioning it as a leading public sector organization in adopting national capacitybuilding initiatives.

19. RECRUITMENT

During the fiscal year 2025-26, Coal India Limited undertook a strategic recruitment drive to strengthen its workforce by inducting Management Trainees across Technical and Non-Technical disciplines, as well as Medical Executives through direct recruitment. This initiative not only aims to effectively address manpower requirements arising from retirements, resignations, and overall attrition, but it also ensures seamless operational continuity. Furthermore, the Company facilitated the promotion and selection of Non-Executive employees to the Executive cadre across various disciplines, thereby enhancing organizational capacity and supporting smooth hierarchical transitions within the Company. Further in alignment with CIL's diversification strategy, the company had initiated lateral hiring for specialized and emerging roles in Renewables. This move highlights CIL's proactive approach towards building domain expertise and enhancing organizational capability in the renewable energy sector.

Inclusive Hiring Practices:

We are committed to providing equitable employment opportunities, with a particular focus on employees from vulnerable and underrepresented groups. Our recruitment processes are designed to be transparent, inclusive, and merit-based, incorporating diverse selection panels that reflect a range of backgrounds to uphold fairness and impartiality. Special provisions are made to accommodate candidates with disabilities or specific needs, and we maintain a zero-tolerance approach towards discrimination on the grounds of caste, creed, religion, or any other personal attributes.

Promoting Diversity and Inclusion

Our recruitment strategy places a strong emphasis on fostering cultural diversity within the organization. By actively engaging Management Trainees from varied backgrounds, we cultivate a workforce enriched with diverse perspectives, skills, and experiences. This inclusive talent pool serves as a catalyst for innovation and creativity, thereby strengthening our organizational capabilities and enhancing our competitiveness in the global mining industry.

Strategic Recruitment Initiatives

During FY 2025-26, Coal India Limited undertook strategic recruitment initiatives to strengthen its talent pipeline by recruiting Management Trainees and Medical Executives through a transparent, merit-based and technology-enabled selection process.

To ensure efficiency, transparency and fairness, the Company engaged a Central Public Sector Enterprise (CPSE) as the implementing agency for conducting the Computer-Based Test (CBT) and associated recruitment activities. The agency managed the end-to-end recruitment process, including development of the online application portal, conduct of the CBT, evaluation of candidates and timely resolution of candidate grievances, thereby ensuring a seamless and credible recruitment process.

The recruitment process was conducted through transparent, merit-based selection mechanisms with due adherence to the Government of India's reservation policies and provisions for persons with benchmark disabilities, reaffirming CIL's commitment to inclusive and equitable employment practices.

Direct Recruitment and Talent Acquisition

The major recruitment initiatives undertaken during

FY 2025-26 are as follows:

•    Recruitment of Management Trainees through GATE-2024 (Advertisement No. 04/2024): Recruitment of Management Trainees in six technical disciplines was undertaken based on GATE-2024 scores. A total of 640 vacancies were notified, along with 182 backlog vacancies. As on date, 380 candidates have joined the Company, while the third phase of issuance of offers of appointment is under process.

•    Recruitment of Management Trainees through Computer Based Test (CBT-2025) (Advertisement No. 01/2025): Recruitment of Management Trainees in nine non-technical disciplines was undertaken through a Computer Based Test (CBT). A total of 434 vacancies, including backlog vacancies, were notified. 242 candidates have joined the Company so far, and the second phase of recruitment is currently underway.

• Decentralized Recruitment of Medical Executives (2024-25): Recruitment of Medical Executives under the decentralized recruitment policy was completed during the year. In the third phase, 23 Medical Executives were selected, of whom 14 joined in August 2025. Overall, against 388 sanctioned vacancies, 155 Medical Executives joined the Company, comprising 26 Specialists and 129 General Duty Medical Officers (GDMOs), thereby concluding the recruitment process for the year. ⁴

•    Lateral Recruitment for Specialized Positions: In line with its strategic focus on emerging business areas, Coal India Limited undertook lateral recruitment for the position of Executive Director (Renewables) (Advertisement No. 09/2024). The notified single vacancy was successfully filled, with the selected candidate joining in August 2025, strengthening the Company's capabilities in the renewable energy sector.

•    Recruitment regarding engagement of CEO on fixed term contract basis of BCGCL &CGIL: CIL successfully operationalized a transparent and time-bound recruitment process for leadership positions in its Joint Ventures-BCGCL and CGIL-pursuant to directions from the Advisor to the Hon'ble Prime Minister. The entire process, from approval to selection, was completed in a compressed timeline of ~3 months, demonstrating administrative efficiency and responsiveness. The recruitment was conducted through an open advertisement and structured selection mechanism, ensuring merit-based shortlisting, scrutiny, and interviews by a duly constituted Selection Committee. This resulted in the identification and selection of suitable candidates for both CEO positions, strengthening the leadership pipeline for strategic JV operations. The process also reflects CIL's commitment to professionalizing JV management through fixed-term contractual engagements aligned with industry practices, while ensuring due diligence through candidate interactions on compensation, tenure, and role clarity. Overall, the exercise marks a key milestone in strengthening governance and leadership capacity in CIL's joint ventures, aligned with strategic and policy-level directions.

Career Advancement Opportunities

To retain top talent, we provide clear pathways for career advancement. We promote/select Non-Executive employees to the Executive cadre across disciplines, facilitating the seamless transition of skilled individuals within the company's hierarchy. This approach not only addresses manpower requirements due to retirements, resignations, and attrition but also motivates employees by recognizing and rewarding their contributions.

Details in respect of implementation of the RPWD Act, 2016 are detailed in Annexure 15.

Total number of employees (both executives and nonexecutives) as on the closure of the financial year (viz. 1^st April, 2026): 2,12,066 (including BoDs/CVOs)

Female-20,373

Male - 1,91,693

Transgender-Nil

21. INDUSTRIAL RELATIONS AND EMPLOYEES' PARTICIPATION IN MANAGEMENT

The Industrial Relations climate in Coal India Limited and its subsidiaries remained cordial and harmonious throughout the financial year. Joint Consultative Committees and other Bipartite Committees at the Unit/ Area and Subsidiary Headquarters levels continued to function effectively, fostering constructive dialogue and cooperation between management and employees.

Regular meetings of Bilateral Committees were convened at CIL to deliberate on matters relating to industrial relations, employee welfare, productivity, production, and safety. Barring a few minor localised issues in certain

Notification No. 02/2025 was issued for the promotion/ selection of departmental Non-Executive employees to the Executive Cadre across 16 disciplines, covering a total of 1,972 posts through a Computer-Based Test (CBT). The discipline-wise promotions for 568 candidates from NonExecutive to Executive cadre across 13 disciplines was issued on 15.03.2026. The highest number of promotions were recorded in HR (139) and Electrical & Mechanical (139), followed by Excavation (122) and Marketing & Sales (75). Additional promotions were also effected in Finance, Civil, Security, Systems, CS, Secretarial, legal and Materials Management.

subsidiaries, no major industrial relations concerns were reported during the year, reflecting the overall stable and positive industrial relations environment across the Company.

22. EMPLOYEES' WELFARE AND SOCIAL SECURITY SCHEME

Coal India Limited (CIL) continues to enhance its employee welfare ecosystem through a combination of comprehensive facilities, forward-looking policies, and ongoing improvements. The organization offers a broad spectrum of statutory and non-statutory welfare benefits, emphasizing inclusivity, non-discrimination, and an improved quality of life across its areas of operation. The following initiatives demonstrate CIL's commitment to the welfare, safety, well-being, and inclusive development of its employees and their families:

HOUSING FACILITIES

CIL and its subsidiaries provide company accommodation to all eligible employees, subject to availability and applicable regulations. Regular maintenance, including structural repairs, is carried out to ensure safe and comfortable living conditions. Currently, CIL maintains 3, 23,128 residential quarters.

WATER SUPPLY

CIL has implemented multiple initiatives to ensure access to safe drinking water for employees and their families. Treated water is supplied through various systems, including RO and pressure filter plants installed across coalfields. These facilities also benefit nearby communities.

EDUCATION FACILITIES

With a motive to ensure quality education for the wards of employees and nearby communities, the subsidiary companies of CIL support educational development in mining regions by providing financial assistance and infrastructure to schools such as DAV, Kendriya Vidyalaya, Delhi Public School, and various state government institutions. Currently, 67 project schools are fully funded by CIL, 15 schools get occasional grants and 33 schools are provided with infrastructure support.

COAL INDIA SCHOLARSHIP SCHEME

CIL offers two types of scholarships to employees' children every year:

•    Merit Scholarship: Awarded to students securing ranks 1-20 in Madhyamik/Higher Secondary or scoring 95% and above in CBSE/ICSE/ISC Class X and XII examinations. Selected students receive monthly scholarships.

•    General Scholarship: Provided to students from Class V up to postgraduate level, subject to meeting prescribed academic criteria.

Additional benefits include:

•    Cash Awards: H 5,000 (Class X) and H 7,000 (Class XII) for students scoring 90% or above, along with certificates of appreciation.

•    Financial Assistance: To address the high cost of technical and medical education, CIL provides financial support covering tuition and hostel fees for dependent children of Wage Board employees studying in IITs, NITs, government engineering colleges, and government medical colleges.

STATUTORY WELFARE FACILITIES

Coal India Limited and its subsidiaries operate mandated statutory welfare facilities for coal mines, including Canteens, Rest Shelters etc. CIL has established a total of 336 Canteen, 40 Creches, 94 Pit Head Baths & 477 Rest Shelters.

NON-STATUTORY WELFARE MEASURES

Co-operative stores and Credit Societies

To ensure availability of essential commodities and consumer products at a cheaper rate for the employees of CIL, 22 central cooperatives and 76 primary cooperatives are operating in the Coalfield Areas of CIL. Additionally, 60 credit societies provide financial support to employees.

Banking facilities and Post offices

The subsidiaries of CIL facilitate the establishment of banking services by providing infrastructure support to nationalized banks for branches and extension counters in coalfield regions. Currently, there are 331 bank branches, 35 extension counters, and 5 satellite bank

branches in the subsidiaries of CIL. Efforts are also made to expand postal services closer to residential colonies for the convenience of employees.

Holiday Homes

Coal India Limited offers holiday home facilities at popular tourist destinations at concessional rates for employees, their families, and retired personnel. Presently, 10 such facilities are operational in locations including Puri, Manali, Darjeeling, Kovalam, Munnar, Tirupati, Haridwar, Katra, Digha and Goa.

Recreational and Sports facilities

Recreational and sports amenities are provided near residential colonies to promote health, fitness, and overall well-being. To further encourage sports and cultural activities, CIL has implemented a Sports Policy administered by the Coal India Sports Promotion Association (CISPA), registered under the West Bengal Societies Registration Act. CISPA extends sponsorship and financial assistance, particularly in coalfield regions.

WOMEN EMPOWERMENT:

As of 1^st April 2026, CIL and its subsidiaries employ 20,373 women. Their welfare is supported through compliance with statutory provisions such as maternity leave, childcare leave, and creche facilities. Additionally, the Women in Public Sector (WIPS) forum, supported by the Standing Conference of Public Enterprises (SCOPE), operates within CIL to empower female employees and promote networking.

In accordance with the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013, Internal Committees have been established across CIL and its subsidiaries.

CIL WELFARE BOARD MEETING

The Coal India Welfare Board serves as the key decision-making body for employee welfare policies. It comprises representatives from central trade unions and management, who meet regularly to review and enhance welfare initiatives and monitor the implementation of various schemes.

MOU WITH PSU BANKS FOR INSURANCE COVERAGE

CIL has entered into Memoranda of Understanding (MoUs) with 10 leading Public Sector Undertaking (PSU) banks to provide insurance coverage and financial benefits under a Corporate Salary Package. This includes a minimum insurance cover of H 1 crore for employees on roll and H 40 lakh for contract workers, reinforcing the company's commitment to employee welfare, financial inclusion, and social security.

POLICY

During the FY 2025-26, Coal India Limited continued to strengthen its human resource management framework through a series of strategic policy initiatives focused on leadership development, employee welfare, talent acquisition, organizational mobility, and institutional strengthening. In line with the guidelines of the

Department of Public Enterprises (DPE), the Company further advanced its Succession Planning and Leadership Development Plan with emphasis on leadership pipeline creation, competency-based development, and structured talent management.

As part of its recruitment reforms, the Company approved the transition from GATE-based recruitment to Computer-Based Testing (CBT) for engagement of Management Trainees in all engineering disciplines, except Mining, with effect from 2025 onwards. This initiative is aimed at ensuring wider outreach and a more standardized and transparent selection process.

During the year, amendments were also introduced in the Executive Job Rotation and Transfer Policy to enhance flexibility, transparency, and administrative efficiency in inter-subsidiary transfers. The revised provisions covered mutual transfers, spouse-ground transfers, medical-ground transfers, and temporary retention on promotion.

Further, the Company strengthened employee welfare measures through revision of House Rent Allowance (HRA) and lease rental ceilings following the Industrial Dearness Allowance (IDA) crossing 50%. In addition, the gratuity ceiling for executives and non-unionized supervisors was enhanced from H 20 lakh to H 25 lakh with effect from 1^st October 2025.

To reinforce employee healthcare support, full reimbursement eligibility for cancer treatment at Tata Memorial Hospital was extended to both serving and retired beneficiaries under the applicable medical schemes.

In the area of sports promotion and employee engagement, contribution rates to the Coal India Sports Promotion Association (CISPA) Fund were revised to further strengthen sports infrastructure and activities across subsidiaries.

Keeping in view the Company's diversification initiatives, the Policy Cell of CIL is also undertaking measures to facilitate acquisition of specialized manpower for the Business Development Division.

23. PROGRESSIVE USE OF HINDI

Coal India Limited (CIL): Highlights of Official Language Implementation Activities (2025-26)

Coal India Limited (CIL) is committed to the effective implementation of the provisions of the Official Language Act, along with its associated rules and regulations. All mandatory activities related to official language are conducted regularly in each quarter. The key activities undertaken throughout the year include:

•    Quarterly review meetings of the CIL Official Language Implementation Committee were organized to assess progress and ensure compliance with official language policies.

•    To promote the use of Hindi in official work, a total of four workshops were conducted in each quarter. These

included training and practice sessions related to Hindi e-tools, noting and drafting in Hindi, and other routine official tasks. Additionally, participants were informed about the constitutional provisions related to the official language.

•    Coal India Limited (HQ) organized a five-day short-term translation training (outreach) programme in its premises from 28 April to 02 May 2025, in which a total of 28 trainees received training.

•    Under the provisions of in-service Hindi training, Hindi "Praveen" and "Parangat" classes are being conducted at CIL Headquarters in collaboration with the Hindi Teaching Scheme, Department of Official Language, Ministry of Home Affairs, Government of India:

•    In the January 2025 session, the Hindi Praveen class had 12 trainees, and the Hindi Parangat class had 13 trainees.

•    In the July 2025 session, Hindi Pragya class had 07 trainees, and the Hindi Parangat class had 13 trainees.

•    Under the leadership of the Rajbhasha Department, Coal India Limited and under the aegis of the Town Official Language Implementation Committee (Undertakings), Kolkata, a workshop on the topic "Outstanding Work by TOLIC in the Field of Official Language" was organized on 5^th May 2025 for the members of the TOLIC Executive Committee. In this workshop, presentations were delivered by TOLIC institutions that had received the Official Language Kirti Award in Regions 'A', 'B', and 'C' of India.

•    On the occasion of the birth anniversary of Rabindranath Tagore, a Hindi essay writing competition on the topic "Nationalism and Hindi: In the Perspective of Rabindranath Tagore" was organized for employees at the Coal India premises on 9^th May 2025.

•    Under the leadership of the Rajbhasha Department, Coal India Limited and under the aegis of the Town Official Language Implementation Committee (Undertakings), Kolkata, a "Hindi Song Singing Competition" was organized on 28^th May 2025 for both Hindi-speaking and non-Hindi-speaking participants.

•    With the objective of resolving issues being faced in the implementation of the Official Language in the member offices of Town Official Language Implementation Committee (Undertakings), Kolkata, a Suggestion Committee was constituted under the leadership of the Rajbhasha Department, Coal India Limited. The committee visited member offices on 6^th June 2025, 11^th June 2025, 13^th June 2025, and 20^th June 2025, provided necessary recommendations, and also shared information about the available technology.

•    Under the leadership of the Rajbhasha Department, Coal India Limited and under the aegis of the Town Official Language Implementation Committee (Undertakings), Kolkata, a "Chitrabhivyakti (Picture Expression) Competition" was organized on 24^th June 2025 for participants from member offices.

•    On 30^th June 2025, a workshop was organized in two sessions: the first session on "Introduction to the Revised

•    Annual Programme on Official Language and Necessary Steps for Compliance", and the second session on "Technological Tools Supporting the Use of Hindi." Departmental nodal officers, employees, and other participants attended the workshop.

•    Under the leadership of the Coal India Limited and under the aegis of the Town Official Language Implementation Committee (Undertakings), Kolkata, a "Short Film Making Competition in Hindi" was organized among the member offices.

•    The 18^th issue of the Hindi house journal "Koyla Darpan" of Coal India Limited (HQ) was released on the occasion of Independence Day 2025, and the 19^th issue was released on the occasion of Republic Day 2026.

•    Under the chairmanship of Coal India Limited and under the aegis of the Town Official Language Implementation Committee (Undertakings), Kolkata, the 32^nd and 33^rd issues of the TOLIC (Undertakings), Kolkata magazine "Abhivyakti" were released on 25^th August 2025 and 11^th February 2026 respectively, during the half-yearly review meetings.

•    On 25^th August 2025, a half-yearly meeting of Town Official Language Implementation Committee (Undertakings), Kolkata, conducted under the leadership of Coal India Limited, was held. A total of 63 member offices were represented by their officers/employees in the meeting.

•    On this occasion, a Hindi seminar was also organized, in which Hindi Officers from member offices and nodal officers from various departments of Coal India Limited participated.

•    A Hindi Month was organized at the headquarters of Coal India Limited from 01 to 30 September 2025. During this period, various competitions were conducted, including dictation, letter and noting writing, translation, travelogue writing (for E-7 and senior officers), Chitrabhivyakti (picture expression), Rajbhasha quiz, poetry recitation, group discussion with PPT presentation on Hindi book review, short film making, and an essay writing competition for students held at Kendriya Vidyalaya No. 2 Salt Lake. A total of 206 participations were recorded across 10 competitions.

•    Departments that performed exceptionally in Official Language implementation during the year 2024-25 were encouraged during the Hindi Fortnight closing ceremony and Award distribution ceremony , where three departments were awarded the "CIL Rajbhasha Rolling Shield" for excellent office work in Hindi by Coal India Limited.

•    The Parliamentary Committee on Official Language (Articles and Evidence Sub-Committee) conducted an inspection of the Official Language implementation of Town Official Language Implementation Committee (Undertakings), Kolkata on 20^th September 2025. ⁵

•    During the year, inspections related to Official Language implementation were carried out in various departments of Coal India Limited (HQ). In addition, a technical workshop was also organized for the departments, wherein the ease of working in Hindi was demonstrated through practical technical exercises.

•    The Annual Report and Accounts of Coal India Limited for the year 2024-25 were translated into Hindi.

•    Under the implementation of the schemes for original correspondence in Hindi and Hindi book writing in Coal India Limited, participants were awarded and encouraged.

•    To promote the use of Hindi in official work, the following schemes have been implemented:

1.    CIL Hindi Book Writing Incentive Scheme

2.    Incentive Scheme for Correspondence, Drafting, and Other Official Work in Hindi

3.    CIL creative writing Incentive Scheme

4.    CIL Rajbhasha Chal Shield Yojana

•    Awards -

1.    Town Official Language Implementation Committee (Undertakings), Kolkata, operating under the leadership of Coal India Limited, was conferred an award in the 'Excellent Category' on 15^th September 2025, on the occasion of Hindi Diwas and the Fifth All India Official Language Conference, at Mahatma Mandir Convention and Exhibition Centre, Gandhinagar.This honour was awarded for effective implementation of Official Language Hindi and excellent performance by the committee.

2.    Town Official Language Implementation Committee (Undertakings), Kolkata was declared the Second Prize winner for the year 2024-25 in the field of Official Language implementation. The award was presented on 20^th February 2026 during the regional conference held in Agartala, Tripura.

24. VIGILANCE DIVISION

Coal India Ltd. operates a meticulously organized Vigilance Division located at its Corporate HQ in Kolkata, led by a Chief Vigilance Officer and supported by a diverse team of vigilance officers. Similarly, its eight subsidiaries have their independent Vigilance Units, each headed by a CVO. At the level of holding company, CVO, CIL acts as a coordinating authority between subsidiary Vigilance, CBI, Ministry of Coal and the Central Vigilance Commission. At the corporate level, CVO, CIL deals with complaints, and undertakes systemic improvements in matters affecting Coal India Limited (HQ) as well as its subsidiaries. Complaints received within the organization are addressed in alignment with CIL's "Complaint Handling Policy" and the guidelines established by the CVC. These are processed using the Online Complaint Handling Portal from the point of receipt until resolution. As part of preventive vigilance efforts, CIL's vigilance division conducts System Studies on various business processes with operational and financial implications, proposing specific system improvement suggestions

to the management. Below are some of the System Improvement Measures (SIMs) implemented during the fiscal year 2025-26:

i.    Engagement of Advisors/Sr. Advisors/Consultants may be undertaken strictly in accordance with the approved policy through open advertisement as per GFR provisions, ensuring wider participation and selection of suitable candidates. The prescribed age criteria may be strictly adhered to, with no engagement or extension beyond the stipulated age limit. Further, biometric attendance may be made mandatory for all personnel, including Advisors and Consultants, to ensure proper monitoring and accountability.

ii.    In dealing with tender files focus on strengthening efficiency, transparency, and compliance by streamlining processes such as clear delegation of powers, financial concurrence, and proper record maintenance.

In addition, Marathon Training Programs focused on capacity building were conducted in a mission mode at the CIL, subsidiary, area, and mine/unit levels under the theme "Ignorance of Law is No Excuse," focusing on helping employees gain a clearer understanding of rules and procedures and apply them correctly in their day-to-day work, thereby improving overall effectiveness, transparency, and accountability.

Alert Generation in SAP /ERP for Sensitive Posting:

As per provisions of HR Manual of CIL, all officials posted in sensitive position should be rotated/ transferred after completion of the stipulated tenure. Prevalent practice involves the identification and tracking of tenure completion for officials posted at sensitive positions at CIL and subsidiary companies manually. This manual process increases the likelihood of human error and makes it difficult to streamline the records. Since CIL & Subsidiary companies have already migrated to ERP, it was suggested to implement an automated alert generation system regarding sensitive posting periods through the SAP/ ERP (HR) module across CIL and its subsidiaries. For better use of IT, and to enhance transparency, System Improvement Measures (SIM) were suggested for uniform implementation across CIL and its subsidiaries which includes - Mapping of all sensitive posts of executives and non- executives in the ERP by all units/areas/subsidiaries by designated officers in line with relevant circular of CIL and any other circulars issued by CIL from time to time in respect of sensitive posting, Regular updating of records and information regarding the transfer, posting, and joining of officials in the ERP system shall be carried out, Generation of alerts for tenure completion in sensitive posts on periodic basis and placement before Competent Authority for decision. Job rotation of officials has to be done in a periodic manner based on alerts generated.

Inventory Management of Spares / Parts of P&M including Pumps

Suggested for Inventory management of P&M spares/ parts, including pumps, through improved record-

keeping (physical/digital) and regular auditing of procured and consumed stock. These included that the relevant details of all Plant & Machinery (P&M) items including Pumps used for de- watering in the mines, should be entered in the Asset Register duly maintained for that purpose in physical/digital form, Proper inventory management by way of record keeping of the spares procured and consumed to be ensured and Log books should be maintained at unit level for all P&M items including pumps. Details of all repairs including day to day consumption of spares/consumables should be entered in the log books with proper authentication by concerned officials. Further, Periodic audit of consumption of spares against each P&M item should be ensured at appropriate level to assess the cost of maintaining the assets vis-avis cost of replacement. Focused planning and review should be ensured for Asset Life Cycle Management of all P&M items.

Manual of Civil Engineering Works of CIL

All the official documents viz. Measurement Books, Site order Books, Hindrance Register etc. pertaining to a contract which are under the custody of the official (who is transferred or is superannuating) must be handed over to the EIC/Designated Officer before their release/ superannuation. It will be responsibility of the concerned EIC/Designated officer to undertake the efforts for safe custody of these documents without any alteration.

Complaint Handling: During the year 2025-26, CIL Vigilance Division received 805 complaints including those forwarded by MoC, CBI and CVC, out of which 795 complaints have been disposed during the year.

Punitive Vigilance: The Vigilance Units of CIL and its subsidiaries undertook numerous intensive examinations, surprise checks and investigations leading to punitive actions on 298 officials during the year.

Observance of Vigilance Awareness Week (VAW)-2025:

In the year 2025, Vigilance Awareness Week was observed from 27^th October to 2^nd November, 2025 on the theme "Vigilance: Our Shared Responsibility".

The observance of VAW was preceded by a special campaign during the period 18^th August 2025 till 17^th November, 2025 as a prelude to Vigilance Awareness Week 2025 on Preventive Vigilance as circulated by CVC vide Circular No. 04/08/25, dated 01.08.2025 with five focus areas, namely; Disposal of pending complaints, Disposal of pending cases, Capacity Building programs, Asset Management and Digital initiatives. Stake-holders' and Customers' meets have been organized and suggestions/ issues raised are acted upon. During this week Integrity pledge, Essay writing competition, speech competition, online quiz amongst the school and college students, drawing and painting competition of students, spouses and wards of employees of Coal India conducting sensitization program, Mega Seminars, walkathon, Blood Donation Camp, Grievance Redressal camp, Gram Sabhas etc. were organized by CIL HQ, NEC, IICM Ranchi and Desk offices of Mumbai and Delhi.

Key Managerial Personnel (KMP):

Shri B. Sairam: Chief Executive Officer (CEO).

Shri Mukesh Agrawal: Chief Financial Officer (CFO).

Shri B. P. Dubey: Executive Director ( Company Secretary).

Board Convenings and Rotational Retirements:

The Board of Directors convened for 13 meetings during FY 2025-26.

Pursuant to Article 39(j) of the Articles of Association of the Company, one-third of the Directors are liable to retire by rotation at the ensuing Annual General Meeting (AGM). Shri Mukesh Choudhary is scheduled to retire by rotation and have offered themselves for re-appointment. The Board formally records its profound appreciation for the valuable guidance and services rendered by the departing Directors during the fiscal year.

27. COMMITTEE CONSTITUTION & MANDATES

All structural and operational recommendations formulated by the Audit Committee and other sub-committees to Board were accepted in full by the Board.

A. Audit Committee

As of 31^st March 2026, the Audit Committee comprised three members, each possessing the requisite financial and managerial expertise, with the Company Secretary acting as Secretary to the Committee:

Permanent Invitees: Shri Mukesh Agrawal (Director

-    Finance) and Shri Mukesh Choudhary (Director

-    Marketing), with operational heads invited as business dictates.

Core Oversight Areas: Evaluation of related party transactions, scrutiny of inter-corporate loans, and verification of the adequacy and operational integrity of internal control frameworks.

B. Corporate Social Responsibility (CSR) Committee

Originally established on April 16, 2012, as the Sustainable Development Committee, the forum was subsequently reconstituted as the CSR Committee in alignment with Section 135 of the Companies Act, 2013 and CSR Rules, 2014.

Current Structure: Reconstituted on March 28, 2026, the committee consists of 1 Independent Director as Chairman, 1 Government Nominee Director, and 1 Functional Director (Director - HR).

28. STATUTORY COMPLIANCE, DECLARATIONS & DISCLOSURES

A. Statutory Declarations by Independent Directors

The Company confirms receipt of mandatory independence declarations from all Independent Directors pursuant to Section 149(7) of the Companies Act, 2013 and SEBI LODR Regulation 25(8). The declarations confirm compliance with criteria defined under Section

Institutional evaluation is managed through the framework established by the Department of Public Enterprises (DPE). CIL's institutional performance is assessed annually against the parameters, targets, and deliverables defined in the Memorandum of Understanding (MoU) executed with the Government of India.

D.    Board Familiarization Mechanisms

The Board is continuously briefed on core business risks, legislative amendments (including Insider Trading regulations), and institutional mitigation measures. Comprehensive logs detailing these induction programs are hosted on the corporate website.

E.    Remuneration

The provisions of Section 134(3) (e) of the Act are not applicable to a Government Company. Consequently, details on Company's policy on Directors' appointment

30. PREVENTION OF SEXUAL HARASSMENT OF WOMEN AT THE WORKPLACE

Coal India Limited (CIL) has adopted a comprehensive Anti-Sexual Harassment Policy in accordance with the provisions of the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013. Internal Committees (ICs) have been constituted at CIL Headquarters and across all subsidiary companies to address and redress complaints relating to sexual harassment.

The Policy extends protection to all women employees, including permanent, contractual, temporary, trainee,

and other matters as required under Section 178(3) of the Act, are not provided. Similarly, Section 197 of the Act is also exempt for a Government Company. Consequently, there is no requirement of disclosure of the ratio of the remuneration of each Director to the median employee's remuneration and other such details, including the statement showing the names and other particulars of every employee of the Company, who if employed throughout/part of the Financial Year, was in receipt of remuneration in excess of the limits set out in the Rules are not provided in terms of Section 197(12) of the Act read with Rule 5(1)/(2) of the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014.

F. Particulars of employees

For the FY 2025-26, no employee of the corporation received a total remuneration package exceeding the H 1.02 Crores threshold.

and other eligible personnel. CIL follows a zero-tolerance approach towards sexual harassment and remains firmly committed to providing a safe, secure, dignified, and inclusive work environment that promotes mutual respect and equal opportunity for all employees.

To facilitate effective implementation of the Policy and ensure accessibility of grievance redressal mechanisms, detailed modalities and guidelines are made available on the CIL website in English, Hindi, and relevant regional languages.

As part of its continued commitment towards creating awareness and fostering a gender-sensitive workplace culture,

CIL regularly conducts awareness programmes, workshops, and training sessions on prevention of sexual harassment. During the FY 2025-26, two (02) awareness/workshop/training programmes were conducted for employees.

The members of the Internal Committee (IC) at Coal India Limited Headquarters, as on 31^st March, 2026, are as follows:

The ICC as also submitted the annual report to the District Officer CIL remains steadfast in its commitment to maintaining a workplace free from sexual harassment and ensuring prompt, fair, and confidential redressal of complaints in accordance with statutory provisions and organizational policies.

31.    MATERNITY BENEFIT ACT 1961

Coal India Limited and its subsidiaries complied with the provisions of the Maternity Benefit Act, 1961, Maternity Benefit (Amendment) Act 2017 and associated rules. CIL is undertaking necessary measures to align its maternity benefit provisions with Chapter VI of the Code on Social Security, 2020. It is committed to supporting working mothers and promoting a gender-inclusive workforce.

32.    RISK MANAGEMENT

Coal India Limited (CIL) has established a comprehensive Enterprise Risk Management (ERM) Framework to identify, assess, monitor and mitigate risks that could impact the achievement of its strategic and operational objectives. The Risk Management Framework was revised and approved by the Board of Directors at its 483^rd Meeting held on 8^th October, 2025 reinforcing the Company's commitment to proactive risk governance and long-term value creation.

Under the framework, enterprise-wide risks are systematically identified, evaluated and prioritised based on their likelihood and potential impact. Risks are classified as Risks That Matter (RTMs) and Non-RTM Major Risks, with clearly defined mitigation plans, risk owners and mitigation plan owners to ensure effective monitoring and timely implementation of risk mitigation measures.

The Chief Risk Officer (CRO), u nder the oversight of the Risk Management Committee of the Board, regularly reviews the risk profile of the Company and facilitates implementation of mitigation strategies across all business functions.

Key Enterprise Risks

As on 31^st March 2026, CIL monitored six Risks That Matter (RTMs) and four Non-RTM Major Risks, as summarised below:

Risks That Matter (RTMs)

•    Cyber Security Risk

•    Business Risk arising from    Captive and

Commercial Coal Mining

•    Operational Safety Risk

•    Impact of Nationally Determined Commitments (NDCs) on Coal Demand and Production

•    Delay in Land Acquisition and    Possession for

Mining Projects

•    Delay in Obtaining Statutory Clearances Non-RTM Major Risks

•    Contract Performance Risk

•    Risk of Unviable Underground Mining Operations

•    Technology Upgradation and Adoption

•    Critical Manpower and Succession Planning Risk Emerging and Strategic Risks

Business Risk from Captive and Commercial Mining

To address increasing competition from captive and commercial coal mining, CIL has undertaken several strategic initiatives, including implementation of SHAKTI 2025, enabling imported coal-based power plants to obtain domestic coal linkages, encouraging wider participation in coal auctions, including foreign bidders, and introducing customer-centric measures to enhance market competitiveness.

Energy Transition and Climate Commitments

Recognising the long-term implications of India's Nationally Determined Commitments (NDCs), CIL continues to diversify its business portfolio through investments in renewable energy, surface and underground coal gasification, coal bed methane (CBM), battery energy storage systems and other clean energy

initiatives, thereby strengthening business resilience and supporting the national energy transition.

Cyber Security

CIL continues to strengthen its cyber resilience through comprehensive IT security risk assessments, implementation of Information Security Management Systems (ISMS) across CIL and its subsidiaries, deployment of advanced endpoint security solutions, regular cyber security audits, and continuous awareness and capacity-building programmes for employees.

33.    ADEQUACY OF INTERNAL FINANCIAL CONTROLS WITH REFERENCE TO THE FINANCIAL REPORTING

Your Company has in place adequate internal financial controls with reference to financial reporting. During the year, such controls were regularly tested and no reportable material weakness in the design, implementation and operation effectiveness was observed.: (Details are disclosed in MDAR)

34.    RELATED PARTY TRANSACTIONS (FORM AOC-2):

Related party transactions executed with subsidiary companies are exempt under SEBI LODR Regulations 23(5) (a) and (b) as they comprise transactions between public sector undertakings and consolidated wholly owned entities. Consequently, reporting under Form AOC-2 is not applicable. The active Related Party Transaction Policy remains hosted on the corporate website.

35.    LOANS, GUARANTEES, AND INVESTMENTS:

Financial exposures and investments covered under Section 186 of the Companies Act, 2013 are presented in detail within Annexure 16.

36.    CORPORATE SOCIAL RESPONSIBILITY

CIL's CSR initiatives and activities are aligned to the requirements of Section 135 of the Companies act' 2013. A brief outline of the CSR policy of the Company and the initiatives undertaken by the company during the year are set out in Annexure 21 of this report in the format prescribed in the Companies (Corporate Social Responsibility) Rules, 2014. This policy is available on the Company's website at https://d3u7ubx0okog7j.cloudfront.net/documents/ Revised CSR Policy - August 2024.pdf.

For other details regarding the CSR Committee, please refer to the Corporate Governance Report, which is a part of this report.

37.    PROCUREMENT FROM MICRO AND SMALL ENTERPRISE (MSES) AND PROCUREMENT THROUGH GOVERNMENT E-MARKET (GeM)

CIL remains committed to supporting the Government of India's objective of promoting Micro and Small Enterprises (MSEs). During FY 2025-26, procurement from MSEs accounted for 66.56% of the total procurement of eligible goods and services, as reported on the Sambandh

Portal, reflecting the Company's continued emphasis on inclusive and sustainable procurement practices.

Coal India Limited (CIL) and its subsidiaries continued to leverage the Government e-Marketplace (GeM) as a key procurement platform to promote transparency, efficiency, and ease of doing business. During FY 202526, procurement of goods and services through GeM amounted to H 82,285 Crores, significantly surpassing the annual target of H 54,223 Crores.

Consumption of Imported Goods (On consolidated basis)

Import made by Coal India Ltd (Consolidated), primarily consisting of Heavy Earth moving equipment & spares thereof, in the last 3 years is as below:

38.    FOREIGN EXCHANGE EARNING AND OUTGO UNDER RULE 8 OF COMPANIES (ACCOUNTS) RULES 2014

Pursuant to the provisions of Section 134(3)(m) of the Companies Act, 2013, read with Rule 8 of the Companies (Accounts) Rules, 2014, details of the foreign exchange earnings and outgo of the Company during FY 2025-26 are provided in Annexure 19 forming part of this Annual Report.

39.    TECHNOLOGY ABSORPTION AND RESEARCH AND DEVELOPMENT

Pursuant to the provisions of Section 134(3)(m) of the Companies Act, 2013, read with Rule 8 of the Companies (Accounts) Rules, 2014, details of the Company's initiatives relating to technology absorption, research and development (R&D), and innovation during FY 2025-26 are provided in Annexure 20 forming part of this Annual Report.

40.    SIGNIFICANT AND MATERIAL ORDERS PASSED BY THE REGULATORS OR COURTS ETC.

As per the provisions of Section 134(3)(q) of the Companies Act, 2013, companies are required to disclose information regarding significant and material orders passed by regulators or courts in their Directors' Report. For information regarding such orders pertaining to Coal India Limited are given in Annexure 22.

41.    MOU RATING

Coal India Limited has been awarded a 'Very Good' rating by the Department of Public Enterprises (DPE) for its performance under the Memorandum of Understanding (MoU) signed with the Ministry of Coal for the FY 2024-25.

42. WEBLINK

The following policies are uploaded and may be accessed on the Company's website as under: -

1.    Corporate Social Responsibility Policy:

https://d3u7ubx0okog7j.cloudfront. net/documents/Revised CSR Policy -August 2024.pdf

2.    Vigil Mechanism/Whistle Blower Policy:

https://d3u7ubx0okog7i.cloudfront.net/ documents/whistle-blower-policy TYEsLJw.pdf

3.    Policy for determining Material Subsidiaries:

https://d3u7ubx0okog7i.cloudfront.net/ documents/POLICY FOR DETERMINING MATERIAL SUBSIDIARIES 21032015.pdf

4.    Related Party Transaction Policy:

https://d3u7ubx0okog7i.cloudfront.net/ documents/Related Party cOumNP8.pdf

5.    Policy on determination of Materiality under SEBI(LODR) Regulations,2015

https://d3u7ubx0okog7i.cloudfront.net/ documents/Policy on determination of Materiality under SEBI LODR Regulations 2015 030 CnX61Sk.PDF

Responsibility and Sustainability Report for FY 202526. CIL had obtained Limited Assurance of BRSR 25-26 from M/s Joint Values ESG Services Pvt. Ltd. As per NSE circular no NSE/CML/2024/1 1 dated: May 10, 2024, the BRSR can be provided as a LINK in the Annual Report of the Company instead of publishing the whole report. As such the BRSR 202526 can be accessed from the link given as under:-

https://www.coalindia.in/performance/

annual-reports/

43. OTHER STATUTORY DISCLOSURES AND CONFIRMATIONS

The Board confirms the following with respect to

the FY 2025-26:

a.    Directors' Disqualification: None of the Directors of the Company is disqualified from being appointed or continuing as a Director under the provisions of Section 164 of the Companies Act, 2013.

b.    Share Capital: During the year, the Company has not issued any equity shares with differential voting rights, sweat equity shares or Employee Stock Option Scheme (ESOS)/Employee Stock Option Plan (ESOP).

c.    Investor Education and Protection Fund (IEPF): Pursuant to the provisions of the Companies Act, 2013 and the Investor Education and Protection Fund Authority (Accounting, Audit, Transfer and Refund) Rules, 2016:

1.    The unclaimed 1^st Interim Dividend for FY 2018-19 amounting to H90,74,044 was transferred to the IEPF on 22 ^nd January 2026, along with 43,277 equity shares in respect of which dividend remained unclaimed for seven consecutive years, on 17 February 2026.

2.    Further, the remaining unclaimed 2^nd Interim Dividend for FY 2018-19 amounting to H72,68,803 was transferred to the IEPF on 24 April 2026, together with 25,984 equity shares on 29 April 2026.

3 The details of such transfers are available on the Company's website.

4.    Auditors: None of the Statutory Auditors, Secretarial Auditor or Cost Auditors resigned during the financial year.

5.    Appointment to Place of Profit: No relative of any Director was appointed to any office or place of profit in the Company during the year.

6.    Utilisation of Public Issue Proceeds: The disclosure requirements under Regulation 32 of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 relating to deviation or variation in the utilisation of proceeds of public issue are not applicable to the Company.

corporate governance practices, please refer to Annexure 23 of the company's Annual Report.

Compliance with Secretarial Standards

Your Company is in compliance with the applicable Secretarial Standards issued by the Institute of Company Secretaries of India and approved by the Central Government under Section 118(10) of the Companies Act, 2013.

Proceeding pending under the Insolvency and Bankruptcy Code, 2016

During the year under review, no application was made & accepted or any proceeding pending under the Insolvency and Bankruptcy Code, 2016 during the FY 2025-26.

One-time Settlement and Valuation

During the FY 2025-26, no event has taken place that gives rise to reporting of details w.r.t. difference between amount of the valuation done at the time of onetime settlement and the valuation done while taking loans from the Banks or Financial Institutions.

46. DIRECTORS' RESPONSIBILITY STATEMENT

In terms of Section 134(3) (c) of the Companies Act, 2013, read with the Significant Accounting Policies at Note-2 & Additional Notes on Accounts at Note-16 forming part of CIL (Standalone) Accounts and Significant Accounting Policies at Note-2 & Additional Notes on Accounts at Note-16 forming part of CIL (Consolidated) Accounts.

In this regard, it is confirmed that:

a)    In the preparation of the Annual financial statements, the applicable Indian Accounting Standards have been followed and no material departures have been made from the same;

b)    The Accounting Policies have been selected and applied consistently and judgements and estimates made that are reasonable and prudent so as to give a true and fair view of the state of affairs of the company at the end of the FY and profit and loss of the company for that period;

c)    Proper and sufficient care has been taken for the maintenance of adequate accounting records in accordance with the provisions of this Act for safeguarding the assets of the Company and for preventing and detecting fraud and other irregularities;

d)    The Annual Financial Statements have been prepared on a going concern basis;

e)    Internal Financial Controls have been laid down and that such controls are adequate and were operating effectively during the year ended 31^st March, 2026.

f)    Proper systems have been devised to ensure compliance with the provisions of all applicable laws and such systems were adequate and operating effectively.

1

   Lead Auditor certification programme at IIT (ISM), Dhanbad

•    Simulator-based training for HEMM operators using 9 simulators with 28 training modules

•    Virtual Reality (VR)-based safety training

•    Toolbox talks and pre-shift safety briefings

•    Personal Safety Counselling and Employee Assistance Programmes

2

   Preparation    of emergency checklists,

communication    protocols and information flow

charts to facilitate coordinated and timely response during emergencies.

3

   Three batches of Specialized Training Programme on "Occupational Lung Diseases and ILO International Classification of Radiographs of Pneumoconiosis",

4

   Regularization of Management Trainees: Upon successful completion of the prescribed one-year training programme and qualifying the assessment conducted by the Indian Institute of Coal Management (IICM), Ranchi, a total of 448 Management Trainees posted across CIL subsidiaries were regularized and promoted to the E-3 grade with effect from the day following completion of their training.

5

   A grand Kavi Sammelan was organized on 15^th January 2026 at CIL (HQs.), where prominent poets entertained the "Coal Family" with their recitations.