TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Learning and growing Vedanta is deeply committed to taking remedial measures. We deploy a wide Strategic Workforce Planning nurturing internal talent, recognizing and array of strategies and initiatives for retaining exceptional talent and workforce management so that employee Talent is a key asset and balancing The model assesses formal and informal promoting deserving individuals to potential is recognized, ambitions are business needs with employee training methods, and rates them against higher leadership positions. The honoured, and just remuneration and expectations requires strategic four criteria: Reaction, Learning, Behaviour company recognizes the importance of benefits are awarded. management. At Vedanta, our human and Results. having a skilled and knowledgeable resources planning takes an analytical workforce, and therefore places strong approach that leverages on the tools of Job Rotation Adherence: In line with our emphasis on competency development. people analytics: strategic workforce commitment of making the best We have talent development initiatives, planning, retention analysis, evaluation of opportunities available to our internal designed to ensure that employees skill gaps and skill transformation. talent we provide them with options to acquire the necessary knowledge, skills, INR 59.54 move into new roles, businesses, and attitude to meet present and future Our structured manpower planning functions and locations, which is enabled needs of the business. These initiatives million processes ensure optimum utilization of through our job rotation policy. span various types of interventions Expenditure on human resources (both direct and including broad-based and specific Training and indirect) across the organization. We also Flight Risk Analysis: Retention of key learning and development activities, do position revalidation against approved talent is of the highest priority and we assessing gaps in our talent pipeline and Development of vacancies from the manpower plan of regularly conduct a flight risk analysis for evaluating employee satisfaction and Employees respective businesses in anticipation of this purpose. We use 10+ drivers future separations, including attritions impacting attrition such as grade, age, and talent migration to other group location, experience etc. and deploy companies. In our journey to reach the internal scoring parameters to rank each 48,930 global benchmark of productivity, we employee on their risk of leaving the number of have partnered with reputed third parties organization. In FY23, a few of our to achieve our talent management and businesses conducted a first time ever employees employee productivity goals. To minimize engagement survey specifically targeting upskilled attrition risk, some of our businesses freshers (