TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Recognised and Rewarded At Vedanta, we have always recognised and managers. In addition, selected senior (IJPs) and meticulous selection of Employee Satisfaction Survey rewarded exceptional performance both leaders undergo a 360 degree outstanding leaders to identify potential To better understand employee expectations through significant opportunities for personal evaluation as part of their annual successors for each COO position. and work-related experiences, Vedanta growth and wealth creation for employees. The performance evaluation. At Vedanta, we conducted the Gallup Study to survey performance incentives that we offer to our ensure SMARTER (Specific, Measurable, Our recently launched Emerging Leaders employee satisfaction. The survey was based employees set the industry benchmark. Achievable, Relevant, Time Bound, programme will be carrying forward with this on a comprehensive questionnaire covering Excellence Oriented, Rigorous) goal exercise. The programme focuses on job satisfaction, internal motivation, happiness, Performance Appraisal setting and evaluation focused on four identifying and placing high-potential talent work environment and stress management. Under our performance management process, major tracks: in Deputy CXO roles across businesses, The survey is anonymous, enabling employees employees are evaluated and rewarded for strategic business units (SBUs), and to share their honest feedback. We hope to • Safety, risk and compliance functions. We are also prioritizing on driving and meeting business objectives,as well identifying successors for other executive create an even more conduciveand rewarding as, individual performance goals. The Vedanta • People development work environment based on the valuable Performance Management Strategy works at positions like Deputy Chief Human feedback that we receive. • Business/ function outcomes Resources Officer (CHRO) and Chief delivering on the following key goals: Financial Officer (CFO) roles within each • Strategic/ long term objectives • To create a “High Performance Culture” business division, through this programme. which encourages differentiation in The performance management system performance has been digitalized through Darwin Box, leading to a unified view. All key steps • Fairness, transparency and consistency of the process like KPI setting, reviews, feedback etc. are now conducted through online • Involvement and ownership of both platforms. Employees and managers are FY 2021 FY 2022 managers and employees encouraged to have one on one 80 83 discussions and feedback sessions • Rigour in execution, implementation and 67 73 adherence to the process, by all offline which are then updated in the system for record and tracking. All our 90 • Appropriate linkages to personal employees undergo performance TARGET development and rewards appraisal and are covered by the The performance management process is well performance management process. integrated with our business goals and strategic Succession Planning FY 2023 priorities, with employee KPIs being aligned with 84 our business targets. Performance review and We have recently completed our most feedback is conducted half-yearly for all the extensive leadership succession 76 employeesand on a quarterly basis for senior planning exercise till date. The primary managers and key talents identified through goal of this initiative has been to various talent management initiatives. establish a comprehensive three-level succession slate for Chief Operating % of employees with top level of engagement, satisfaction, wellbeing, or employee net promoter score (eNPS) All employees are assessed semi-annually Officers (COOs) across our key business % of employees who responded to the survey against a set of predefined goals, set in units. We have achieved this by utilizing consultation with their respective line a combination of internal job postings 112